People & Strategy Summer 2017 Vol. 40 Issue 3 - 23

Our dashboards should not be
confused with a central command
and control environment.
That would make us too slow
still at work. It is at least as important to focus on how work
gets done.
In our global workforce of 200,000, 68 percent of our employees are Millennials, with Generation Z already entering
our workforce. While there are many articulated differences
across generations that you can read about, we have found
only one to be a real game changer: Millennials have little
tolerance for a bad user experience. People, but Millennials
in particular, would simply not use traditional systems that
were not available at their fingertips.
Our Millennial population is used to self-service 24/7
for all aspects of their life as they have come to expect from
social media, shopping, banking, and news. Enabling the
same, seamless information flow within the company drives
efficiency and engagement. This meant we needed to invest
in a variety of systems that would increase employee retention and engagement. Even though many of our operations,
HR, finance, and IT applications are mobile and optimized
for user experience, employees started to communicate that
it was not enough, and that they would value applications to
help manage their lives in addition to their work. We therefore started launching apps as employee benefits, such as
HealthTap, a telemedicine application that allows research
and real-time doctor consultations, anywhere in the world.

What's Next

Revolutions often lead to big changes. The businesses that
anticipate and adapt to these changes are those that will

survive throughout the years. In Industry 4.0, organizations
that successfully transform their business processes and
optimize investment in their people are more likely to thrive.
This requires significant capabilities in analytics-in factories,
customer service delivery, and employee management. It also
requires strong links across software, hardware, and people.
Businesses that successfully optimize their systems and leverage
the "intelligence of things" will be ready to lead us into the
fifth industrial revolution.
Along with accelerating rates of innovation, we see a
growing wave of new solutions and growth opportunities.
To manage the corresponding increase in workload and
complexity, we expect a massive need for efficiency gains.
We aim to accelerate automating simple activities to free up
time for more creativity and value creation. The technologies being developed-like digitization, robotic process
automation, AI, and machine learning-provide new
opportunities. We see great potential to enable our people
to drive growth. To this end, we do not see Industry 4.0
reducing jobs, but rather creating different jobs. Pursuing
this, we can do what we do best-enabling a smarter, more
connected world.
Paul Baldassari is chief human resources officer at Flex. He can be
reached at paul.baldassari@flex.com.
J.D. Roux is vice president, human resources strategy at Flex. He
can be reached at jonathan.roux@flex.com.

References
Jaffe, M. IoT won't work without artificial intelligence. Wired. Conde
Nast, n.d. Web. Feb. 13, 2017.
2
OECD (2017), GDP long-term forecast (indicator). doi: 10.1787/
d927bc18-en. Accessed on Feb. 13 2017.
3
Unnikrishnan, M.S., &Wilfried, A. (Sept. 22, 2016). Skill development for industry 4.0. The Economic Times. Economictimesindiatimes.com. Web. Feb. 13, 2017.
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Table of Contents for the Digital Edition of People & Strategy Summer 2017 Vol. 40 Issue 3

From the Executive Editor
From the Guest Editors
Perspectives
It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
Industry 4.0: Preparing for the Future of Work
When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
Patagonia’s Journey into a New Regenerative Performance Approach
Getting Results with Talent Analytics
How Artificial Intelligence Will Change HR
The Internet of People Delivers New Ways of Learning
Executive Roundtable
In First Person
Linking Theory + Practice
Book Reviews
Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover1
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 1
People & Strategy Summer 2017 Vol. 40 Issue 3 - 2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 3
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Executive Editor
People & Strategy Summer 2017 Vol. 40 Issue 3 - 5
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Guest Editors
People & Strategy Summer 2017 Vol. 40 Issue 3 - 7
People & Strategy Summer 2017 Vol. 40 Issue 3 - Perspectives
People & Strategy Summer 2017 Vol. 40 Issue 3 - 9
People & Strategy Summer 2017 Vol. 40 Issue 3 - 10
People & Strategy Summer 2017 Vol. 40 Issue 3 - 11
People & Strategy Summer 2017 Vol. 40 Issue 3 - 12
People & Strategy Summer 2017 Vol. 40 Issue 3 - 13
People & Strategy Summer 2017 Vol. 40 Issue 3 - It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
People & Strategy Summer 2017 Vol. 40 Issue 3 - 15
People & Strategy Summer 2017 Vol. 40 Issue 3 - 16
People & Strategy Summer 2017 Vol. 40 Issue 3 - 17
People & Strategy Summer 2017 Vol. 40 Issue 3 - 18
People & Strategy Summer 2017 Vol. 40 Issue 3 - 19
People & Strategy Summer 2017 Vol. 40 Issue 3 - Industry 4.0: Preparing for the Future of Work
People & Strategy Summer 2017 Vol. 40 Issue 3 - 21
People & Strategy Summer 2017 Vol. 40 Issue 3 - 22
People & Strategy Summer 2017 Vol. 40 Issue 3 - 23
People & Strategy Summer 2017 Vol. 40 Issue 3 - When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
People & Strategy Summer 2017 Vol. 40 Issue 3 - 25
People & Strategy Summer 2017 Vol. 40 Issue 3 - 26
People & Strategy Summer 2017 Vol. 40 Issue 3 - 27
People & Strategy Summer 2017 Vol. 40 Issue 3 - 28
People & Strategy Summer 2017 Vol. 40 Issue 3 - 29
People & Strategy Summer 2017 Vol. 40 Issue 3 - Patagonia’s Journey into a New Regenerative Performance Approach
People & Strategy Summer 2017 Vol. 40 Issue 3 - 31
People & Strategy Summer 2017 Vol. 40 Issue 3 - 32
People & Strategy Summer 2017 Vol. 40 Issue 3 - 33
People & Strategy Summer 2017 Vol. 40 Issue 3 - 34
People & Strategy Summer 2017 Vol. 40 Issue 3 - 35
People & Strategy Summer 2017 Vol. 40 Issue 3 - Getting Results with Talent Analytics
People & Strategy Summer 2017 Vol. 40 Issue 3 - 37
People & Strategy Summer 2017 Vol. 40 Issue 3 - 38
People & Strategy Summer 2017 Vol. 40 Issue 3 - 39
People & Strategy Summer 2017 Vol. 40 Issue 3 - 40
People & Strategy Summer 2017 Vol. 40 Issue 3 - 41
People & Strategy Summer 2017 Vol. 40 Issue 3 - How Artificial Intelligence Will Change HR
People & Strategy Summer 2017 Vol. 40 Issue 3 - 43
People & Strategy Summer 2017 Vol. 40 Issue 3 - 44
People & Strategy Summer 2017 Vol. 40 Issue 3 - 45
People & Strategy Summer 2017 Vol. 40 Issue 3 - 46
People & Strategy Summer 2017 Vol. 40 Issue 3 - 47
People & Strategy Summer 2017 Vol. 40 Issue 3 - The Internet of People Delivers New Ways of Learning
People & Strategy Summer 2017 Vol. 40 Issue 3 - 49
People & Strategy Summer 2017 Vol. 40 Issue 3 - 50
People & Strategy Summer 2017 Vol. 40 Issue 3 - 51
People & Strategy Summer 2017 Vol. 40 Issue 3 - Executive Roundtable
People & Strategy Summer 2017 Vol. 40 Issue 3 - 53
People & Strategy Summer 2017 Vol. 40 Issue 3 - 54
People & Strategy Summer 2017 Vol. 40 Issue 3 - 55
People & Strategy Summer 2017 Vol. 40 Issue 3 - 56
People & Strategy Summer 2017 Vol. 40 Issue 3 - 57
People & Strategy Summer 2017 Vol. 40 Issue 3 - In First Person
People & Strategy Summer 2017 Vol. 40 Issue 3 - 59
People & Strategy Summer 2017 Vol. 40 Issue 3 - Linking Theory + Practice
People & Strategy Summer 2017 Vol. 40 Issue 3 - 61
People & Strategy Summer 2017 Vol. 40 Issue 3 - 62
People & Strategy Summer 2017 Vol. 40 Issue 3 - 63
People & Strategy Summer 2017 Vol. 40 Issue 3 - 64
People & Strategy Summer 2017 Vol. 40 Issue 3 - 65
People & Strategy Summer 2017 Vol. 40 Issue 3 - Book Reviews
People & Strategy Summer 2017 Vol. 40 Issue 3 - 67
People & Strategy Summer 2017 Vol. 40 Issue 3 - 68
People & Strategy Summer 2017 Vol. 40 Issue 3 - Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - 70
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover3
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover4
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