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Date: 25 th October 2016 IT-BPM Transformation Journey Through 3 - - PowerPoint PPT Presentation
Date: 25 th October 2016 IT-BPM Transformation Journey Through 3 - - PowerPoint PPT Presentation
Date: 25 th October 2016 IT-BPM Transformation Journey Through 3 Industry Roadmaps Roadmap 2010 & Roadmap 2016: Growth, Diversification, Roadmap 2022: Value-based Growth, Digital Transformation, Complexity Human Capital
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Executive Summary
8.9 11.0 13.2 15.8 18.0 20.5 22.9 24.5 27.1 29.8 32.6 35.5 38.9
527 640 777 858 958 1,044 1,146 1,250 1,359 1,467 1,577 1,689 1,800
400 800 1200 1600 2000 10 20 30 40 50
2010 2011 2012 2013* 2014* 2015* 2016e* 2017p 2018p 2019p 2020p 2021p 2022p
FTEs ('000) US$ Billions
Revenue Employment
The Philippine IT-BPM Sector has the potential to reach US$ 38.9 Billion and employ 1.8 million FTEs given the right enabling conditions
Philippine IT-BPM Sector Revenue and Employment (Performance and Forecasts)
Enabling Conditions
Upgrade Talent Ecosystem Maintain Competitive Incentives and Regulations Strengthen Industry Association Develop Infrastructure in Next Wave Cities™ Sustain High Business Confidence Pivot to Higher Value Services
*NOTE: Numbers from 2013 onwards have been calibrated to be consistent with definitions and assumptions used in this roadmap development exercise
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Executive Summary
Roadmap period (2016 to 2022), the Philippine IT-BPM sector will...
increase its share of Global market
15.5% in 2022 from 12.6% in 2016
grow faster outside NCR
employment grows at 11% CAGR
- utside NCR vs. 7% in NCR
contribute significantly to job creation
1 in 7 new jobs* from 2016 to
2022
move up the value chain
73% mid-high skilled jobs
in 2022 increasing from 53% in 2016
hire more post-graduates
16% in 2022 from 7% in 2016,
for ITO
diversify services portfolio
42% in 2022 from non-voice
services up from 34% in 2016
* direct employment only
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Executive Summary
We see technology developments converging to form three major trends that will have an impact on the IT-BPM sector
Digital Marketing
A digital organization that uses technology as a competitive advantage in its internal and external operations, potentially redefining its business model, processes and customer interface à a wider array of
- utsourced services
Convergence of Big Data Analytics, Internet of Things along with expanded computing power & storage
- 1. Digital Transformation
- 2. Automation & AI
- 3. New Delivery Models
Combination of technologies such as robotics process automation, artificial intelligence & machine learning
Enables organizations to achieve higher levels of efficiencies by automating entire or partial workflows and processes. Applications are widespread, from collecting and analyzing data to enabling basic customer response and possibly even complex tasks
Delivery of IT services hosted over the internet transforming compute resources into a utility
Resources are measured at a granular level, allowing users to pay per use for the resources and workloads they use. Cloud services facilitate mobility by allowing employees, especially remote workers to access data or their files from anywhere anytime
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Executive Summary
Between 2016 and 2022, despite an adverse impact on low skilled IT- BPM jobs, there is a potential upside of >654k net new jobs to be created
Low skilled tasks Simple entry level,
process driven tasks that require little abstract thinking or autonomy
High skilled tasks Complicated tasks
that require specialized expertise, abstract thinking and autonomy
Mid-skilled tasks Complicated tasks
that require experience, abstract thinking and situational response JOB TYPE DAMPENING TOTAL IMPACT (2022)
TOTAL IT-BPM FTE
1.15 mil 2016 1.80 mil 2022
UP BY ~654 k
GROWTH
29% 7% 1% 4% 12% 19%
452k 840k 169k 478k
7.8%
525k 482k
2016 2022
CAGR Cumulative* 73% of the workforce will be mid-high skilled
Source: Frost & Sullivan analysis, IBPAP & member companies data
* From 2016 to 2022
2016 2022 2016 2022
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Executive Summary
Following specific skills are identified to be critical to embrace new roles / opportunities in a technology-transformed IT-BPM industry
General Skills
- Critical / Design Thinking
- Project Management
- Basic analytics knowledge (at least SQL)
- Statistical and Quantitative Analysis
- Data visualization
Contact Center
- Big Data Project Managers
- Natural language processing
- Collaborative internet architectures
- Decision support systems performance
evaluation
- Machine Learning and Data Mining
Information Technology
- Computer System Analysts
- Computer and information Research Scientists
- Python programming
- Functional industry expertise (core process)
- Natural language processing
- Entrepreneurship & Business Management
Health Informatics
- Health information management
- Functional skills (Radiology, Pharmacology)
- Clinical informatics
- Health chemo-informatics
- Nano-informatics
- Principles of evidence-based clinical practice
Gaming and Animation
- Virtual reality development experience
- Augmented reality constructs
- Network integration and programming
- Entrepreneurship & Business Management
Shared services
- Mix of skills required with other sectors
- Especially skills required for contact center and
IT
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www.ibpap.org
HUMAN CAPITAL
Assess Talent
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Identified interventions on Human Capital are designed to i) expand, upgrade and attract fresh graduates and career shifters and ii) retain and upgrade existing workforce
HIP-HC-01 Build an industry-led IT-BPM talent attraction ecosystem; career progression path, skill mapping and advocacy
§ Develop a career guide for each IT-BPM industry (i.e. representing verticals: Healthcare, Finance, IT, Animation and Gaming) § Create an online interactive career map based on the career guides developed for the IT- BPM industry. § Identify skills and certifications required to traverse the outlined career paths and associated within the interactive career path
HIP-HC-02 Create more high quality and effective skill development avenues through evaluation, accreditation & ranking
§ Accredit institutions and training providers that consistently add value to the most effective skills as determined by the IT-BPM industry § Establish a Ranking System for education providers to ensure quality of education § Maintain (updated annually) an industry-vetted list of training providers (public and private)
Key Points Outcomes
Career clarity and branding Transparent demand- supply Increased industry readiness of hires Trusted avenues for skill development
HIP-HC-03 Enhance Service Management Program (SMP to SMP+) targeting specific sub sectors and mid / high end skill development
§ Increase scale and specialize content through SMP platform § Establish sector-specific advisory groups to curate content § Foster industry-academe collaboration to develop SMP + tracks § Improve tracking and impact assessment through tracer studies
Interventions
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Interventions on Human Capital also ensure consistent and sustainable funding and longer term interventions to create foundationally sound entry-level hires
HIP-HC-04 Create sustainable long-term funding mechanism for human capital development activities, tapping on to more sources § Establish an IT-BPM Sector
Initiatives Training Fund (supported
by the government) § Ensure flexibility in the utilization of this fund (i.e. for any IBPAP- approved/certified training service provider § Reach out to multilateral agencies for specific programs – e.g. outreach to emerging cities HIP-HC-05 Embark on a nationwide effort to enhance English proficiency across early stage education, near hire, and existing workforce § Advocate for the inclusion of the
English Language Proficiency Assessments for the Philippines
(ELPAP) at secondary, tertiary public and private education § IBPAP and partner associations to initiate the development of English
language course content
§ Create a near hire certification and
training module
Key Points Outcomes
Recurring income sources Outcome oriented program design Drive up importance of English proficiency
Interventions
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www.ibpap.org
IMPACT OF TECHNOLOGY
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Technology evolution will drive IT-BPM industry & workforce
transformation – interventions are required across the skill spectrum
HIP-IT-01 Actively advocate for a strategic Science, Technology, Engineering, and Mathematics (STEM) policy framework § Establish a Strategic National Science, Technology, Engineering and Mathematics (STEM) Action Plan § Establish a STEM Industry and Education Advisory Group including perspectives from education, industry and research institutions § Induce an Environment of Continuous Improvement in Schools HIP-IT-02 Establish a High Entry Placement Program (HEPP) targeted at graduates to directly take on value-added work (mid and high skill roles) § Provide opportunity for employment
- f high skilled jobs among college-
graduate job seekers § Identify top performers and groom them through specially designed industry immersion programs § Target talent pool that today looks for
- ther engineering / professional
careers § Develop skill sets required by the industry Key Points Outcomes
Extended pool for mid & high-skill roles Industry-led talent identification Elevated Career Branding
Interventions
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Technology evolution will drive IT-BPM industry & workforce
transformation – interventions are required across the skill spectrum
HIP-IT-03 Establish Higher Education Technology Consortiums (HETCs) to enable the creation of high-skilled specialists § A series of HETCs based on industry requirements (e.g. Analytics, Clinical Research, Augmented Reality) § Plan for and advocate demand for specific high-end skills § Advocate avenues for attracting technology talent –Hackathons, Gamification, Analytics charade § Develop relationships that effectively utilize institutional and agency resources HIP-IT-04 Establish a program to upskill existing manpower in specialized competency areas § Industry-defined high end training skills (such as Python programming, big data project management, bioinformatics, data visualization etc.) § Establish relationships with top technology schools such as Carnegie Melon University (CMU) and Massachusetts Institute of Technology to curate executive training programs § Establish a corpus / seed fund for IBPAP to identify the training providers Interventions Key Points Outcomes
Extended pool for mid & high-skill roles Industry-led talent identification Elevated Career Branding
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Success Stories
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Thank you!
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Success Story – Michael Dela Pena
§ Started his career at SITEL as an agent in 2004. § Has experience from multiple industry verticals such as technology, retail, manufacturing, media & publishing, healthcare, travel & transport, telecommunications and banking § Advanced to various support roles, and with his background in information technology, he had a clear advantage to prosper in the business process outsourcing (BPO) industry. § Now SITEL’s Vice President of Operations. § Responsible for SITEL’s North Luzon region’s business growth, employee satisfaction and
- perational excellence in supporting over a dozen
clients Vice President of Operations – Sitel Philippines Corporation
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Success Story – Tobey Kwe
§ Started as Agent eTelecare 2005 § Team Leader (2006) § Training Supervisor – eTelecare (2006-2008) § Training Manager – eTelecare (2008-2009) § Program Manager L&D Client Services – Stream Global Services (2009-2010) § Regional Training Manager, Asia Pacific – Stream Global Services (2010-2011) § Associate Vice President for the Asia-Pacific region -Sutherland Global Services (2012 – present) § Responsible for leading the Consultant Learning Services team. Associate Vice President and Regional Head for Consultant Learning, Philippines, Malaysia and China – Sutherland Global Services
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Success Story – Carlo Jose
§ Started as Team Leader – eTelecare (2000) § Operations Manager (2003-2004) – eTelecare § Asst Vice Pres for Operations – HSBC (2004) § VP Operations – HSBC (2005-2008) § Site Director – HSBC, Virginia (2008) § Senior Vice Pres, Operations – HSBC Philippines (2008-2011) § Center Manager – HSBC (2010-2012) § President and Head of GSC Ops, Philippines (2012-2013) § Global Academy Head, HSBC, London , UK (2013 – Present) § Global Head of Development, HSBC London UK (2015 – Present) Program Director, HSBC University
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Current Salary Scale – Software Industry
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Current Salary Scale – Software Industry
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Contact Center Pay ranges – Estimated Monthly Cash Compensation only*
Customer Service Rep/ Technical service Rep (P16k – P30k)
- Sr. Team Leader (P50 – P80K)
Team Leader (P30k -60K) Shift Manager (P60K -100K)
- Sr. Ops Manager (P150K – 250K)