Expert case by Adi

Jarvis Drones Enterprise: Workforce of the Future

Jarvis Drones Enterprise: Workforce of the Future Jarvis Drones Enterprise: Workforce of the Future
3.2 5 5
Rating:
3.2 (< 100 ratings)
300+
Times solved
Intermediate
Difficulty
Rating

Problem Definition

Jarvis Drones Enterprise builds and sells drones for last mile delivery in remote locations. They operate around the world, have 30,000 staff globally and are headquartered in Mumbai, India. Their mission is to provide guaranteed delivery services in harsh and difficult to access terrains. Pharma companies, Government agencies and NGOs offering medicines and other supplies to remote locations around the world are their main customers.

Recently Jarvis did an internal diagnostic and external benchmarking study of their workforce which revealed the following:

  1. 90% of their employees believe they need new skills to stay relevant at work
  2. Jarvis has underinvested by 30% compared to peers in training and development in last 2 years
  3. There is no clear plan on talent strategy for onslaught of AI and Automation in next 3-5 years
  4. Employees strongly believe that 40% of the operations jobs (supply chain, manufacturing) could be lost to machines in next 3-5 years

How should Jarvis evolve their talent strategy to re-architect the future workforce?

Comments

  • This is a candidate-led qualitative case with no quantitative calculations. The interviewer should provide minimal help to the interviewee
  • Interviewee can assume the year is 2019 and ignore COVID-19 impact

Short Solution

Solution

Paragraphs highlighted in blue can be verbally communicated to the interviewee.

Paragraphs highlighted in orange indicate hints for you how to guide the interviewee through the case.

Interviewee must identify the two main issue themes:

  1. Under-investment in training & development
  2. Missing talent strategy for workforce of the future

For the talent strategy, the following aspects must be considered:

  • Automation: How can Jarvis best leverage automation
  • Skills: Which skills does Jarvis have within the company and which ones they need to get externally?

A talent strategy needs to be defined first and then a subsequent business can be created.

Interviewer can provide minimal intervention to help the interviewee out in case they struggle with the structure below.

Interviewer should help the interviewee in case they miss these and start thinking of the structure and solution straightaway. Once this is correctly identified, the following talent strategy & business case can be built for workforce of the future:

Talent Strategy

  • Automate (AI and Robotics): existing roles that in-charge of technical and repetitive tasks. E.g. AI will utilize programmed & pre-defined business rules, workflows, decision logic and alert protocols and execute against known scenarios
  • Build New Skills: train & upskill existing roles that require professional + functional knowledge needed to create customer value and drive innovation. E.g. ENGINEERS (highly analytical, digitally savvy data scientist) will be responsible for managing, modelling and tweaking algorithms, alert protocols, and parameters,
  • Contract: external contract roles that are needed for a short /temporary timeframe, or to solve a specific problem / scenario. E.g. DATA SCIENTISTS will perform analytics to optimize and maintain the business rules parameters and protocol
  • Recruit: roles which need to have specific knowledge, not found in the company (thus not efficient to invest to create talent internally). E.g INNOVATION CREATORS will be responsible for engaging and collaborating with external parties (academia, start-ups, research companies, etc.) to ideate, simulate and rapidly prototype ideas, then lead the change to scale the successful ideas

Business Case

Once the above strategy is set, following split can be allocated for the workforce. Interviewee can just use guesstimate (*Exceptional candidates will get to this stage correctly). Note: the % wont add up to a 100%

  • Automate (AI and Robotics): 30% of all roles in Operations
  • Build New Skills: 30% of existing roles that require professional + functional knowledge needed to create customer value and drive innovation
  • Contract: 20% external contract roles that are needed for a short /temporary timeframe, or to solve a specific problem / scenario
  • Recruit: 20% of total headcount roles which need to have specific knowledge, not found in the company (thus not efficient to invest to create talent internally)

A detailed business case for investment and benefits can then be created over a 3-5 year period. The solution ends here. No need to create an actual business case in this case instance.

Difficult Questions

How do you monitor whether the new talent strategy is working well?

Suggested Answer

  1. Conduct an internal survey 6 months after making the changes to get feedback on employee engagement & empowerement
  2. Track commercialisation of new ideas; if things are working well new ideas should be flowing through with some becoming commercial success
  3. Measure customer satisfaction score
  4. Measure any uplift in profitability and fall in operating costs
  5. Measure employee productivity
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300+
Times solved
Intermediate
Difficulty
Do you have questions on this case? Ask our community!