기업에 있어서의 '일하는 방식 개선'

- 정부 관점

'일본 경제부활', '노동생산성 개선', '풍요로운 삶'

① 동일 노동 동일임금제의 실현

② 임금인상과 노동생산성 향상

③ 장시간근무 시정

④ 고용률이 높은 산업으로의 전직·재취업 지원

⑤ 원격근무, 부업/겸임이라고 하는 유연한 근무방식

⑥ 일하는 방식에 중립적인 사회보장제도/세제

⑦ 고령자 취업촉진

⑧ 질병치료, 육아 및 간호와 일의 양립

⑨ 외국인재 유입 문제

- 기업관점

'법력준수, '경영과제 대책'

① 생산성 향상

② 장시간근무 시정

③ 고용확보, 이직방지

④ 여성, 시니어 인재 활약

⑤ 기술/기능 계승

⑥ 다양한 일하는 방식의 실현

⑦ 다양성 경영

법력준수와 함게 경영과제를 응시한 노력이 중요하게 된다. 

The objective of a Digital Transformation is to transform an organisation into a form in which it can achieve and maintain a competitive position in the digital age. Transformation initiatives require an analysis of the market, customers and new technologies as well as internal values, processes and resources. The output is a digital strategy with a clear vision, new business options and an implementation roadmap.

Here, the Digital Transformation Canvas plays an important role as it facilities strategy analysis and development based on the seven action fields of transformations. The seven action fields of Digital Transformation are based on the research from Prof Dr Marc K Peter among 2,590 Swiss organisations. Each action field includes a brief definition and a set of questions for workshops with strategy, HR, IT, finance, marketing, product and project teams in your organisation.​

‘Digital transformation’ is a buzzword that has been tripping off the tongues of vendors, analysts and industry observers with increasing frequency in recent years. In a sense, digital transformation of business has been ongoing for decades, starting with the mainframe and minicomputer and progressing through the PC/clientserver, internet/web and mobile/cloud eras. Arguably, it’s set to make the biggest impact yet in the next few years, in the brave new world of AI-driven computing.​

DEFINING DIGITAL TRANSFORMATION

But what exactly is ‘digital transformation’? Here are a few definitions and descriptions from various quarters:

“Organizations must begin to look at digital holistically and transform by applying digital thinking across everything they do -- how they win, serve, and retain customers; how they operate internal processes; and how they source business services. In short, they must become a digital business” (Forrester).​

IDC’s research shows that digital leaders in Europe have the mandate from the CEO to transform their organisation and seize the opportunities this presents. In response, they are facing the challenge of driving digital transformation (DX) efforts to scale for their respective organisations, and delivering results within a short period of time.

IDC recently interviewed 400 digital leaders across France, Germany, the Netherlands, Sweden and the UK. The survey reveals that digital leaders find their finance and HR systems are adequate for today’s requirements but lack the flexibility and sophistication to deliver on the broader DX mandate. Indeed,the survey shows that four in five organisations find it difficult or impossible to adapt finance and HR processes to evolving business requirements in the face of new data sources, evolving business models and new interactions with customers and the ecosystem.​

Analysts and influencers are saying that Robotics Process Automating is creating a second economy that connects the physical economy in invisible, concurrent systems to speed and optimize knowledge work. Some are calling Robotic Process Automation the biggest change since the industrial revolution.