People in digital transformation

Building a mature talent ecosystem, benefiting from digitisation

Digital operation is on the agenda of manufacturing companies around the globe. Yet most business leaders have still not come to terms with the challenges and opportunities of digital transformation or with the conceptual leap it represents.

Digital operations encompass end-to-end digitisation and data integration of the value chain. Mastering digital operations requires a deep understanding of collaboration, the commitment of top management, and a clear strategy. Companies that fail to embrace this radical change will likely struggle to survive.

PwC’s Global Digital Operations Study 2018 revealed people are at the center of digital transformation and the main challenges faced by companies on their journeys to digital champions include: new technology turns to impediment due to insufficient employee capabilities, people and organisational transformation, and workforce planning and training.

How we can help

An effective and well-designed people ecosystem is core to a company becoming a digital champion. PwC helps clients design and establish an integrated people ecosystem through four dimensions that include skills, mindset and behaviour, relationship and skill sources, and career development based on clients’ digital maturity levels and current state value chain efficiency, IT architecture and interfaces, business models and delivery of customer solutions.

This allows us to establish the foundation of the enhanced digital value chain and optimise the domain of organisational competence and culture. Moreover, we offer “one-stop” digital solutions based on our expertise in strategy management, organisational effectiveness, compliance and risk management to help clients benefit from effective digital operations.

Our experiences:

  • For an international leading automotive manufacturer seeking digital organisation design solutions, we helped the client identify the capability gaps, issues and opportunities across its global-regional-local organisations through baselining and benchmarking, build buy-in among stakeholders on structure, governance, key macro processes and enablers (committee definition, pervasive KPIs) and develop road map for rollout of new digital organisation and processes to ensure consistency and full integration throughout the customer life cycle. We also prepared project management office (PMO) launch documents for the client.
  • PwC Luxembourg, as a leader in “Luxembourg Digital Skills Bridge” program, supports the Government of Luxembourg in upskilling employees of companies of all sizes, and in various industries. It helps those impacted by technological change to create new organisation structures, functions and jobs. As of today, the program has achieved great success on a global scale. PwC now has a fully-fledged and validated methodology and ecosystem for upskilling based on real examples, market experience and clients.

Digital diagnostic and development

PwC’s digital diagnostic and development is based on our industry-leading digital capabilities assessment framework to assess clients’ digital maturity levels through seven dimensions that include understanding of customer needs, offer and experience design, delivery of customer value proposition, project and change execution, sourcing and capability management, prioritisation and demand management, and ways of working. This allows us to develop a perspective on the strengths as well as the opportunities for improvement through benchmarking and gap analysis, which lays a solid foundation for future development and transformation.

Digital capability and workforce planning

PwC’s digital capability and workforce planning is based on clients’ digital vision and strategy. Through the use of our digital capability framework and tailor it to clients’ specific requirements, we help clients adjust processes, define clear ownerships, and identify pivotal roles as well as new job requirements. This enables us to further identify the headcount and capability gaps based on workforce supply and demand projections and develop detailed action plans to help clients build up required and desired digital capabilities.

Employer brand and employee experience

Developing a strong employer brand and employee value proposition are essential to attract, engage and retain the best talents. With the gradual deepening of employee experience’s impact on employer brand in the digital age, excellent employee experience enables companies to obtain greater competitiveness in recruitment, organisational effectiveness, employee engagement, employee retention, compensation management, etc.

Our design of solutions starts from employee experience research. By deriving behavioural personas that describe employees’ needs, motivations, attributes, frustrations and priorities, we help clients create future state end-to-end journey maps that bring a human-centered perspective to identify current state challenges, high impact moments and enablers. We use these as critical inputs and map to the design of the future state HR operating model and technology solutions to ensure the comprehensive enhancement of digital employee experience that synergised with the employer brand.

Contact us

Johnny Yu

Johnny Yu

People and Organisation Advisory Leader, PwC China

Tel: +[86] (10) 6533 2685

Olive Lu

Olive Lu

Partner, PwC China

Tel: +[86] (10) 6533 7066

Sabrina Wei

Sabrina Wei

Partner, PwC China

Tel: +[86] (21) 2323 2166

Jessica Pan

Jessica Pan

Partner , PwC China

Tel: +[86] (755) 8261 8881

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