[Music] good afternoon my name is remark salamat and i'd like to start by warmly acknowledging that i'm hosting this webinar from the lands of the gadagal people of the euro nation i also acknowledge that we have people joining from across australia and the region and the traditional custodians of the various lands which we all work welcome and thank you so much for joining us this is the fifth of our future of work series where we're going to take a particular focus and look the banking and financial services industry and of course the impacts of robotic process automation and intelligent automation idc's latest report it's actually really interesting has actually reported that by 2022 over 60 percent of the banking and financial services industry will implement some kind of intelligent automation to improve customer experience and what i found really interesting with that is that over 50 of those acquisitions of this technology is actually going to be implemented outside of the it organization like this represents a massive shift in how we're going to be working and the skills and capabilities of the future thank you again for joining us this also reflects this widespread need to look at this from a different angle look at rpa and implementation and it really does represent the people that we have joining here today you all won't be able to see but we have over 200 people registered across an array of roles within the banking and financial services industry it is really phenomenal and it really does display the need to look at this from different angles as we prepare for the future of work our intention for this webinar is to show some of the data that we have at fathom but also to explore some of these ideas with an expert panel that we have today that i'm so proud and honored to have part of this session i'm not going to read every single one of their bios fully because it would take the whole 45 minutes we have but i'd like to start off by introducing you to julie cadanak julie is currently the head of learning and talent and sorry leadership talent and learning at suncorp julie is passionate about helping organizations and individuals develop capabilities that will help them be successful and she has a phenomenal background her previous role is executive manager of people and culture within the claims division of suncorp she's been the global head of learning services services at australia new zealand bank and of course the head of strategy and change within uh the financial markets at nab so thank you so much julie for joining we we also have nitin pure kin leads the fsi practicing path for aipac and mia he's joining us from bangalore in india so thank uniting he is really the leader advising clients to help them scale their automation practices within rpa and the team's got a phenomenal background he's worked at jpmorgan hsbc bank and lead consulting firms across large and small scale in implementing rpa so thank you nitin for joining us today we also have peru munchie a parole as a partner of the workforce transformation practice at pwc and is based in singapore she currently spearheads pwc's workforce strategy across southeast asia and works with clients in helping address the workforce transformation needs so thank you so much for being part of today and of course last but not least we have our very own co-founder and executive director greg miller uh greg has been in the it industry for over 25 years but more importantly he's one of the brains behind father for those of you that might not be aware of fathom is essentially the world's data source in helping navigate the future of work or what we like to call now the evolution of work our mission is really simple we want to make sure that every single worker is employed every stage in their career and so shortly i'm gonna pass over to greg who's gonna share some of our insights for the banking and financial services industry across apac but before i do that i'd love to get a quick question up in the poll just to gauge where you're at in your journey and the link between automation and of course your people so if you could take a minute just to answer this question i think we would all love to understand where everyone is and their journey okay third question in that's not a problem while we do that i wanted to let you all know this is a zoom format so what you can do is please ask as many questions as you like we want to make this interactive this is not about just presenting so please use this opportunity to ask questions we'll try to get through as many as we can and of course anything that we can't get through we'll make sure that we answer following this session so with that why don't we move on and i'll pass it over to greg who can take it away thanks craig fantastic thank you vermont appreciate that and yeah i'll jump in as rock said i'm one of the founders of fathoms so i've been here from the start uh and if i kind of go back to the beginning we started the business four or five years ago with a simple intention which was understand the impact of emerging technologies on work how do we then prepare workers as rock said for that future state make sure everyone remains employable things have expanded quite a bit since then by i think all of our understanding of the factors impacting work have branched out and expanded but also how fathom has addressed that whether it be the health of the workforce covet 19 remote working and all sorts of different technologies that was really what we set out to do and i think what we've achieved in a very short time we're doing this for the likes of hsbc natwest mastercard and of course suncorp in fact financial and insurance services globally for us has been the most single most active space anywhere so interesting to see the advancement in the industry implementing the technologies that are driving the impact but also taking action from the people strategy to prepare their workforces and we've seen that firsthand fast forward to today and i find myself in regular conversations with the chair of the australian stock exchange and we're talking about how we should be linking this concept of sustainable automation to esg goals that should be just as important for the board as diversity and inclusion or sustainable environment impact so that's a new concept for some but others and on the line with us here today are leading in that space it's been a very exciting run and i want to thank all our panelists for joining us here today now my job really is to just tee this up give you some get the juices flowing talk about some data that you're going to get in a report very soon and so what we've done is we've applied fathom to the entire financial insurance services industry set the entire workforce nationally in australia and singapore just to give you some examples and we can do this anywhere we do this in many places around the world but what you top line different levels of impact from technology on these workforces based on the type of work and jobs within those workforces so australia is seeing a higher level of impact from automation the potential of automation than singapore but when you kind of pare down and get underneath some of that some interesting uh tidbits come out first of all because of that high level of automation we're seeing a significant impact on potential cost out and and the size of the workforce that's being impacted by these technologies so there is yes potential cost savings but also a large number of people who need to be re-skilled and upskilled if we look at geographic splits and you see here in australia we've one of the state and territories nt has a higher level of impact from automation than say some of the the majors like victoria new south wales we see a much lower level of automation risk that's because the nature of work that goes on in those where we predominantly see the headquarters of those big financial services organizations and we see we call that another data point of australia that the female workforce has a much higher risk of impact of automation than the male workforce so 26.3 for the female workforce that's like a 20 higher rate than the male workforce in the same industry simply because of the jobs that they perform and fulfill are at higher risk of impact but something that every hr department every leadership team needs to be calling out in their diverse inclusion strategy and then lastly we call another data point on the singapore side you see the top three impacting technologies lo and behold process automation where you'd find robotic process automation and our our friends at uipath having the single most significant impact of any emerging technology on this industry and by the way that changes industry to industry as we we see around the world but that represents a tremendous opportunity that we'll try and unfold here so next i wanted to share the assessment that fathom does on the workforce so as we look at that workforce what's happening and looking at a prediction in this case about five years out so that prediction five years out is telling us that yes there's a significant works that work group and and ftes or full-time equivalents that are being impacted by automation but as my friends at microsoft shared what a tremendous opportunity to remove some of those mundane tasks that for all we know are contributing to workforce well-being and a lack thereof so if we can remove those mundane tasks and free up time for more creativity that's going to create a better work environment for many of our employees so we start thinking about the sustainable automation and linking it to employee well-being health and safety but the two real powerful parts of this data augmentation and jobs added you don't see much of this in the press do you be plenty about the dystopian future and job laws but they rarely talk about the real positives here augmenting a worker does not displace them that brings in technology that removes certain tasks and frees up capacity hopefully our friends at some corp and others are turning that capacity into productivity what a boost for the entire industry but also there are thousands and thousands of jobs that need to be added in this future state so now we can identify those jobs and actually take these folks who might be at risk find the right skilling pathway for them and get them into those future jobs what a fantastic outcome that's the holy grail i call it and the last thing i'll share with you is we've taken the top three jobs at risk across the industry every organization will look slightly different but on an industry level you can see the top three jobs at risk which means the biggest level of impact from technology but the key here is not again that dystopian map i think the key here is to identify that create awareness and start to act what are the transition pathways what we call job corridors what are the skills needed to move people forward so we've taken this to the next step in this bookkeeper example yes a highly automatable function but here's three transition pathways out of the fathom job corridor it auditor knowledge management analyst change manager with really good job fits and that's not just looking at the skills fit but also making sure that future job is less at risk and paid about the same so we want to send people on a positive journey but they're not always within their same division or business unit this could be across the organization and now you'll see where fathom gets down to that job quarter and so take our bookkeeper we want to move into that it auditory role what are the gaps and skills we can see this kind of critical skill gap in system valuation that's uh the current job and the bookkeeper has an advanced novice kind of middle of the road impact or evaluation in terms of their skill capability but as we move forward we need to get them into that upper end of competent so there's our gap we need to fulfill with the right curriculum and so we now have the data to go and apply that to either our own learning and development programs or content or the third parties who bringing content to us whether they be online or universities however we're solving that learning and development gap look i know it's a short hit and there's much more going to come in the report that we'll be releasing but yeah hopefully that just gives you something to think about and maybe challenge our panelists as we move into the next phase of the conversation amazing thank you greg yeah really interesting information and this i'd love to move into the the real me and the the reason why we're here is is to hear from our panelists before i do that i do want to start with a question to julie but before i do that i'd love to to ask a quick question to everyone around your learning and development when we're looking at these impacts of automation the people impact is a real impact and looking at the future of skills and requirements so just to address looking at within the organizations you're working in to understand if there is programs in place there's an interesting one so as we wait for people to respond julie i'd love to to ask you a question around the reskilling and of course the programs suncorp has a future ready program which is it's phenomenal as part of the strategy to help redeploy and identify the skills that we need for the future or the suncorp needs for the future how do you do that what are some of the processes that you have in place to identify where these future gaps are yeah i think remember we've been on this journey for a very long time now and it's one that we continue to refresh because we know just to greg's point that we are going to actually have a talent gap but everybody's not talking about the positive side of this that there is growth there's new roles emerging but the negative side for all of my organizations is going to be they're going to have a gap and they're all going to be fighting for this talent so we've so excited to lean into here and understand where those gaps will be and start to build those and develop our people to fill those gaps going forward but we did a lot of work it all starts with strategic workforce planning as you said we've got to really understand what are the roles that are going to emerge as we start to automate and digitize particular areas of our business and therefore then where are those roles emerging across the business not just in those businesses themselves but in areas like risking compliance and higher level roles that are coming through we've done a significant amount of work we've found to actually document all of those roles all of the capabilities and then be able to use the ai that's available to us to understand what those transition points to greg just showed us for us so what are they for us and what are the capabilities that they have now and what are the capability differences that we'll see in those emerging roles and that's something strategic workforce plan helped us to set up our original curricula so that we have digital obviously data and analytics digital ux pathways risking compliance paths and interestingly enough project management pathways we're not going to have enough of that and that's just a core skill that everybody will need as roles are elevated and we start to see them come up another level so as the lower level parts of those jobs become automated exactly they will be augmented just as greg said they're not disappearing in their entirety so we're going to continue that we're just going through the process again max so that'll be another thing that we have to start interacting with the system soon we are going deep dives with the businesses we are looking at all of the things that are emerging now we are using um all of the data that we saw around what we see as the future capabilities what are those core capabilities that all roles will need what are the digital literacy what's emerging in that space what's emerging in data analytics what does that gap look like now and how much will we need to do to close it and that's a significant amount of work but it is helped a lot by thanks to your team with the founder process that makes it just slightly easier but don't underestimate the work that has to be done close to the teams but and that is going to be something that we all have to lean into now as hr professionals year on year that is just going to be part of the cycle of work and analytics we do to understand where we need to focus our resources most and we have some fantastic success stories coming through where people have been going through the pathways and we've been actively putting them in roles and to greg's point they've actually climbed up the ladder in doing so so they're the types of things that we want more people to lean into ah that's phenomenal it really is and we didn't intend for that to be a fun plug but i'm very happy you are using our technology to support that that's that's wonderful and i guess my next question and it leads to what julie was referring to and there's going to be amazing things that happen there's going to be roles that are impacted pearl my next question is to you i think there was a term technological unemployment in the 1930s in terms of the work that you're doing with customers where do you see them where have you seen in in your experience that positivity and how does leaders look at this technology shift to be optimistic and looking for the future of what how they can transform from the positive of what's coming right so i think yeah and i think at your point i think automation anxiety is very real right so in a very recent survey we actually ran across the globe which is called pwc's hopes and fears survey in singapore for example one in two people fear that their jobs will be obsolete in the next five years now that's quite significant it's 50 percent of the people that we surveyed in singapore and singapore has a higher penetration of technology and automation rates etc but one in two saying that they are they're worried that they're going to lose their jobs is quite a significant level of anxiety that we are seeing in the region and all of us know this whole concept of creative destruction which is so natural in economic and industrial cycles it's happened with every industrial revolution jobs have been lost but a lot more jobs have been created and greg something that you were saying earlier i think one of the points that we do miss out on is emphasizing and amplifying that voice on the quality of work and the quality of life outcomes that actually get better as technology advances i think there has to be a counter narrative to the narrative which is stress inducing around automation around the potential of it to actually change lives change careers and julie you said it beautifully about how people are actually moving up career paths so that's one but i think that can happen most significantly when you counter anxiety with data there is significant anxiety not just at the ground levels but even in leadership teams around hey this whole thing coming up and we are going to lose so many jobs but i think unless you really use data and analytics to understand what exact roles in your organization are actually vulnerable at risk what is the time frame that you have because you are not going to have these 20 of your people drop now right that's not going to happen there is going to be a pathway to get there and that's my second point so one is the use of data and analytics to counter anxiety two is far more proactive versus reactive planning and again my point here has always been that large technology deployments don't happen overnight there are years in the making and yet why is it that very often the people impact of such technology deployment actually gets addressed very late and it comes to a point when any of these leaders are saying hey i want ready now talent i don't have the time to wait another six months to re-skill this person so again greg and julie both talked about it but the nub of the matter there is it being proactive that you cannot wait till the last moment and then say hey now we are going to need a one year reskilling pathway an eight stealing pathway that's that's just not realistic then so that's the second point and last i think just as responsible employers we cannot protect jobs but we definitely have a responsibility to protect our people and that really comes from making a visible commitment to the development of your i know suncorp is doing fabulous things in this space a number of clients i'm working with right now are already making such visible commitments you amplify the voices around success stories and whatever that has meant for careers you have to ensure another organization that i was actually working with very interestingly took out anxiety very senior leaders in their organization by actually saying hey we'll get you to these bot making workshops right get your hands dirty and understand this piece let the irrational anxiety not take over that the bots are coming and taking over all our work that's not necessarily what's happening so i think three of those things really come to mind yeah yeah and what i've seen and we say that a lot is that it they actually take the work that we don't want to do like it's the mundane work that we really shouldn't be doing so that's great thank you and i guess touching on what parole was mentioning i've often seen in the work that we're doing across the region can be very tactical when we're looking at implementation of rpa and i guess from your perspective and being a leader in this field where do you see that leaders need to think strategically before they get into the tactical because i know parole and julie's touched on that is knowing the data understanding where those benefits are but from your perspective where have you seen that work really well and what have they done to get strategic yeah no i think that's a great one actually and having worked with many global banks i have come to this realization one of the most important thing for you to succeed in your whole automation program automation journey is to have an executive vision right now that executive vision has to tie to priorities of your organization right for a bank for example it could be improving your customer experience it could be you know improving your risk and compliance it could be improving your operational resiliency or you know it could be just improving your say uh you know bringing out new products into the market right so that executive vision is very important now that executive vision actually drives all the other points right so i think parallel was bringing a very good point around how do we identify a front which roles are going to get impacted so people are of course an organization is the most important thing so if you have your executive vision in the right place up front which are the people which are the rules who are going to get impacted and then you start doing those upskilling and enabling sessions in advance as early as possible and i can give you an example who actually mentioned that doing bot workshop so we have been doing like for finance for hr these are all very good you know consumers of automation for us and we keep on doing regular workshops for you know these roles these personas so they they get comfortable right with automation and with what automation can do for themselves so that's one second is i think this executive vision also allows you to focus on the right area it's very important for us to uh find those areas so if a bank has to improve their customer experience and i know julie is smiling suncorp is a very big example for that you have to focus uh you know on contact centers you have to focus on those channels where it's the customers who communicate with the bank right so you need to focus all your automation energies into those areas which are going to provide you the highest impact and then lastly i think it's it comes to technology you know if you have your focus areas then you can also very easily decide which technology capabilities you need so today when we talk about automation it's a convergence of multiple technologies right it's no longer just rpas includes idp intelligent document processing it includes machine learning so you have to bring a convergence of these technologies to enable your journeys and then obviously you need to enable people as well to adopt each of these technologies as well they understand the technology they are able to engage with these technologies so at ui i think one of the most important pillars we are touching is how do humans engage better with technology so everyone is talking about robots replacing humans but i think essentially what we are talking about is how humans can work collaboratively with robots right so you will see lot of our investment is actually going into that human robot engagement and how do we make that much more seamless so i think those i would say are few considerations which i believe uh are paramount for any organization to start you know their automation program or their automation journey that yeah that's really helpful thank you thank you nitin you touched on that strategic level and previously we we talked about understanding what these gaps look like julie in your perspective and without giving too much of your secret sauce i know suncorp strategy has been really underpinned by technology and as nitin was saying it starts with the business it starts with the customers and then it's the technology that's supporting that in terms of the the strategy for 2021 i know you guys invested a lot of rpa in ai in augmenting your claims and chat bots and ai and your call centers how are you bridging those gaps and once you identify what are some of the things that you're doing as parole was saying we can't wait you can't wait till the end to say i need to up skill these seven months 12 months what are some ways that you would recommend or maybe advise leaders on this webinar of strategies to get on top of that early and what are some of the things that you're doing i think that's such a great piece to lean into for people because they can get excited if you start small so to bring people that do have the capacity and the capability to come into teams that are already working on these things particularly the bots in particular and helping with their area of expertise to help build out the um capacity of that bot and to be able to respond and they then start to see through that so that oh my goodness this is having an awesome impact and so by setting up teams that are specialized in these areas and then bringing in the smes as per say in particular areas to work with them then you start to build advocacy across the organization and you start to see them understand the impact that it has to that point earlier about there is that feel cruel is right there is that fear that you're now why will i want to do this because this is taking my job and then all of a sudden you look at an area that might be auditing invoice for example and they'll say oh we can audit three percent now all of a sudden we can do every single one validate every single one identify fraud identify those things and they realize that actually that frees them up to do other things and as i said you've got to build that advocacy i think that's essentially there but also we've got care at the core of who suncorp is we have the customer at the core of who we are and i think anything that we can demonstrate really quickly that will benefit the customer such as being able to get in after an event has occurred a flood or a bushfire where we can't get our assessors in but we can get the drones in we can quickly analyze where all of our customers are the likelihood that they have been impacted because the storm cell was over them and then how quickly we can get someone to their front door in fact we've got cases now where our people have gone in where the customer hadn't yet called in to us we've said actually we can see that you would be most impacted we were next door so we've come and knocked on your door those are the types of stories that start to get people to lean in and go i want to be a part of it i need to learn this and one of the recent things where we advertise the digital ups because that's a skill we're all going to have quite frankly and we advertise that particular course that we're doing certification in we've had to open three other courses i had two booked with rmit for example that's who we're doing that with and um we've now got three courses running in parallel because we were over enrolled but don't stop them don't you want people to lean in do it now you're right you're right we have to train people now not in 12 months time so if they want to do it let's do it and i think it's our culture that helps with that i think it's having that vision that's very clear that this is all about making sure we are there in the moments that matter for our customers and where they're quick and we get them back to their normal way of life as soon as we can knowing that means that everybody's leaning into that ai journey and we had very rapidly and it's a bit of fun you start to see our new chat bot up we are some really fun questions at a webinar recently of her things like what's her favorite drink and of course they respond that they don't drink and it's it's fun so you've got to have fun with it along the way and i think show the benefits really quickly those proof points are really clear the vision is absolutely clear for us but get it and get it straight and get everyone to buy in sooner rather than later reduce the anxiety at every level you're right pearl at every level but yeah just jump in it's fun our kids are going to be dealing with thoughts before we all are yeah it's crazy isn't it my five-year-old son is learning how to program and which actually leads to the next question that we actually had in from our audience in terms of the education system and the future of work what does that look like how do we need to adapt our education system and this is a broad question for policy makers and of course governments but also we all have a part to play not directed anyone happy for anyone to jump on this question but what jobs do you so foresee being completely taken away and where does our education system kind of step in to taking that role and responsibility of educating our future does anyone want to take that question i'm happy to kick it off yeah yeah because we talked about this before yeah look i really think that the early educators are far more advanced on this than perhaps the tertiary educators are and all of those things we're seeing we are seeing the schools implement the programs that we're seeing coming in from offshore the nordic companies are well ahead they are implementing coding just as you said for five-year-olds they will see this as a normal part of their life they are implementing the ways of working they are teaching them in agile they are building scrums and tribes to to do assignments now this language comes back to you from secondary school students they're coming home from high school and they share information just as we've learned through covert that's a benefit for the world the way scientists are all sharing they share they think nothing of sharing their assignments sharing their knowledge learning from other people they reach out they are free at saying what they don't and that they will learn that from each other they know that they'll learn from different sources and micro learning will become more important than we've ever seen it before micro credentialing will become more important and some of your children may not get degrees in the traditional term they may get a whole series of micro and universities are starting to think about this universities are the most advanced universities are already there i think as parents and and i'm older than you guys i have university a students i have a graduate that i think we need to lean in and not advise our children the educators are the ones to advise them they know where learning 3.0 is heading to because the way we were educated and think you should all be educated on is not going to be the way that they're going to learn the world and i think the traditional bachelor of arts bachelor of commerce i think will be replaced with much more rounded university type credentials so if that may change you you may be able to collect your bottle of wine on that later making another 15 minutes yeah i'll maybe add to that julie so i think there are two pieces to this so one is what roles are changing i would say rather than extinction of rules what we have seen is you know change in rules so i'll give you a very good example so i was working like you said working with some banks earlier and automation typically started with operations in organizations right we saw that the ops guys were very quick in adopting roles like business analysts because they knew the process and then they were the best ones to actually become business analysts to advise ideas or suggest you know recommend what could be automated well for that process so one i would say it's a change in the role it's a shift in the role we are seeing second i think it's very important to you know bring in education about automation there's a whole ecosystem i think as an organization we are doing a lot around this so one obviously there are free academy trainings available so we are seeing that you know there's a whole community around automation now you will see wipe is also running a lot of community events where we are seeing a lot of engineers are joining us to learn this whole automation piece and how it really works second we are also running a lot of training programs in colleges as well so i can give you a very good example so we kept a target of i think training almost one million engineers across the region and we've actually surpassed that today so we are going ahead to universities we are having tie-ups with colleges across australia india philippines and we are giving that imparting that education because we realize it's very important to have that ecosystem around for people to adopt and be comfortable with a new technology and it's same with every technology so it's just that when microsoft came with the whole windows concept with the computer everyone had to change their you know type of jobs everyone had to learn how to get used to computers and we believe it's going to be the same with automation with robots you just have to up skill yourself and you know train yourself in these new skills yeah no that's right it's all about the upskilling sounds like the conversation is all about that i'd love to i know we've had a few questions come through and there's actually a lot coming through the chat so we'll try to get through as much as we can from your perspective looking at the cultural shift that needs to happen within an organization i'd love to get your because i know you're working across asia park and particularly in asia in in our region every country is very different culturally how are you seeing that shift and changing because it is a change of mindset from leadership down can you elaborate on that a little bit in terms of your experience absolutely and i think technology is only as good as the leaders who identify its potential and the technologists that work with it and ultimately the end users who actually utilize it in their day-to-day jobs so i think and i think we have emphasized that point enough so i won't say it again i think one of the things that i have seen working really well is the simple premise that people adopt what they helped create and therefore creating grassroot innovation movements around technology deployment in my recent experience has been one of the most successful ways of ensuring that people are leaning into new ways of working in the grassroot effort can actually lead not just to quicker results but i i am seeing far more sustainable results where the enterprise continues to focus on more foundational investments you know in the right technology governance operating model and i'd love to share an example from pwc ourselves so we had a very significant digital transformation journey globally and across apac as well ramachan in that there was a huge focus on involving employees and i'm talking about people like myself more traditional advisory management consulting backgrounds but involving employees in micro development in end user focused technology which meant that you're engaging employees in sourcing use cases for example you created digital accelerators and these became people who became so sought after who were almost pulled out of their consulting roles for six months they were trained up in a lot of the skills that you've been speaking about and actually went in and mentored people they we had personal trainers identified for actually reverse mentoring some of our senior partners etc so i think you have to create a groundswell of energy around this and it has to come from the ground in addition to of course as nithyan julia said about the overall leadership vision of course that goes without saying but i think to really cascade that impact you have to have a grassroots movement so that's one and i think second is i just go back to you know our very simplistic view on self-determination right ultimately what is it that people want they want to be connected to a higher purpose and they want to get better at what they're doing competence again the interesting thing we are seeing is that more than 70 of the people we studied across the region said that they are very keen on upskilling themselves and ensuring that they are fit for purpose in the future more than half the ceos we studied said that their biggest concern is skills and less than 20 of them said that we are making any progress on upskilling so i think therein lies a phenomenal opportunity for all of us right to say how do we make this upskilling thing work so for one of the large commercial banking organizations in asia they came to us saying that we think that people just don't have the right digital skills and one of the things we have deployed is an app-based assessment that went out to all their employees that looked not just at their digital fluency and digital savvy but it looked at relationships mindsets your ability to unlearn and relearn and what we ultimately found out was not necessarily a gap in their digital skills as much was as the gap actually in their mindsets and behaviors which actually then required not just an upskilling intervention but a larger cultural intervention so i just wanted to leave you with that that sometimes we oversimplify this to say if i teach these guys these five digital skills then hey we are a digitally savvy organization this because being a digitally savvy and fluent organization is not a one-time goal post it's a constantly moving goal post faster than ever before and that will require a significant cultural shift so just wanted to leave those two things with you that's awesome and thank you so much pearl i think that i've learned a lot i know we've only got a few minutes and i've got so many other questions i want to share but we're not going to have time i do want to ask you all one last question including yourself greg as well but what's one i guess what's one advice you would give leaders today on this call as they're expanding out or beginning their rpa journey in in banking in the financial services industry so i'd love to kick off with unity what's one advice if they could walk away with what would it be yeah yeah i would say that again going back to my earlier point have your vision in place right so i think organizations who have a vision in place and it's not just for automation right for anything you need to have a vision in place you need to have a plan in place tied to that vision to succeed so that vision that top down approach is very important because that determines everything else after that whether it is people strategy whether it is process whether it is technology strategy you need to have that one vision and obviously it has to align with your you know strategy goals of the organization julie start today don't don't delay that this is here now the future is here now and you need to be future ready now you've been listening to rc peru your last takeaway i would just say that i think in this context skill development is both an art and a science and there's a lot of technology out there that helps you demystify what this is what your future is going to be and what that's going to require i would say take a great highlight approach to whatever you do going forward and craig last takeaway oh dear see you gold mine it's not sorry yeah i obviously agree it this is not this big daunting thing the future of work that's so scary no no it's an evolution you're gonna iterate get started just take the first step take many steps find what works what doesn't adjust and keep going because it'll you know to points permit this is not something you just fix or is it's just a continual way that we're going to look at things like strategic workforce planning into the future so you got to get started iterate keep going use data to drive you down that path and and i will just call out we've heard the word movement a few times in this conversation and and i agree that that counter message that parole called out about don't just talk about the negatives that we see in the press i think all of us have a role to play in taking that message that positive message so that people do act and do prepare their people for that future that's awesome thank you greg unfortunately we're now at time so it's time to say goodbye but i'd like to before we get it off i'd love to thank each one of our panelists for your generosity of time julie newton parole greg thank you so much for being part of this open dialogue i know it's just the beginning and we're going to have hopefully more sessions in the future i'd love to thank every single one of you that have joined today if you've taken one thing out of our session then for me this has been very valuable if there is anything that myself or the team can do to support you in your journey please don't hesitate to reach out in the meantime we'll definitely send you through the latest bfsi report that we have hot off the press over the next week and yeah we look forward to seeing you in our upcoming webinars i hope you all stay safe and healthy and have a wonderful day thank you for joining us [Music]
2021-10-26