1.
SAN FRANCISCO JOBS, SKILLS, AND
OPPORTUNITIES IN THE AGE OF AI
THE MODERN WORKPLACE
MAY 2019

2.
INTRODUCTION

3.
Copyright © 2019 Accenture All rights reserved. 3
Title n=250
Chief Executive Officer (CEO) 63
Chief Finance Officer (CFO) 32
Chief Operating Officer (COO) 44
Chief Security Officer (CSO) 18
Chief Information Officer (CIO) 25
Chief Digital Officer (CDO) 11
Chief Human Resources
Officer (CHRO)
8
Chief Marketing Officer (CMO) 13
Chief Technology Officer
(CTO)
14
Executive Vice President of any
Function or Business Unit
1
Vice President of any Function
or Business Unit
6
Director of any Function or
Business Unit
10
Owner 2
Partner 3
Location n=250
San Francisco
Metropolitan Area
165
Remaining San
Francisco Bay Area
85
Industry n=250
Administrative 2
Agriculture 5
Banking 31
Capital Markets 15
Chemicals 9
Consumer Goods &
Services
25
Education 7
Electronics 14
Energy 22
Entertainment 6
Healthcare 15
High Tech 27
Insurance 18
Life Sciences 12
Mining 2
Natural Resources 1
Public Service 1
Retail 25
Transportation 8
Utilities 5
Knowledge of New
Innovations
n=250
Yes 250
Employees n=250
10 – 100 4
101 – 1,000 63
1,001 – 5,000 79
5,001 – 10,000 49
10,001 – 20,000 29
More than 20,000 26
Revenue n=250
Over $50 billion 10
$30 billion - $50 billion 5
$10 billion - $30 billion 26
$1 billion - $10 billion 141
$500 million - $1 billion 46
$250 million - $500
million
22
DEMOGRAPHICS

4.
DATA & INSIGHTS

5.
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OVER THREE-QUARTERS EXPECT THEIR BUSINESS WILL SEE SIGNIFICANT OR
EXTREME CHANGE TO ADOPT AND LEVERAGE NEW INNOVATIONS BY 2025
0% 2% 20% 54% 24%
No change expected Minimal change Some change Significant change Extreme change
Q1 Base = Total sample; n=250
To what degree do you see your business changing over the next 7 years (by 2025) to adopt and leverage new innovations like automation and artificial /
augmented intelligence?
78%

6.
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ALMOST ALL INDICATE THEIR BUSINESS HAS AT LEAST TARGETED USAGE OF
AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE IN BUSINESS
PROCESSES AREAS – FOR AROUND ONE IN TEN THIS FORMS PART OF THEIR CORE
COMPETENCY
0% 9% 42% 36% 12%
No Use Minimal Experimentation Targeted Use Widespread Use Core Competency
Q2 Base = Total sample; n=250
To what degree has your business used automation and artificial / augmented intelligence to date in business processes areas such as product
development, sales, marketing, supply chain, finance, distribution or customer service?
91%

7.
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ALMOST THREE-QUARTERS PERCEIVE SIGNIFICANT OR EXTREME BENEFITS
FROM APPLYING AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE TO
BUSINESS PROCESSES BY 2025
2% 25% 50% 22%
No benefit Minimal benefit Some benefit Significant benefit Extreme benefit
Q3 Base = Total sample; n=250
What degree of benefit do you think your business could gain by 2025 from applying automation and artificial / augmented intelligence to your business
processes?
72%

8.
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ALMOST HALF ANTICIPATE BETWEEN 26% AND 50% OF JOBS IN THEIR
WORKFORCE WILL CHANGE DUE TO NEW INNOVATIONS
0% 27% 47% 24% 2%
0% 1% - 25% 26% - 50% 51% - 75% 76% - 100%
Q4 Base = Total sample; n=250
What percentage of your workforce do you anticipate could have their jobs changed by innovations like automation and artificial / augmented intelligence?

9.
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MOST INDICATE DIFFICULTY FINDING REQUIRED TALENT
70%
30%
Yes
No
Q5 Base = Total sample; n=250
Do you have a difficult time finding the right talent you need for your business?

10.
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ALMOST TWO-THIRDS HIRE WORKERS WITH ADJACENT SKILLS AND TRAIN
THEM WITH THE NEEDED SKILLS TO ADDRESS TALENT SHORTAGES
64%
58%
56%
46%
44%
3%
Hire workers with adjacent skills and train them with the needed skills
Use artificial intelligence and / or robotics to do the work
Reskill or upskill current employees
Recruit gig-economy / contract workers
Create a satellite location in another city to hire talent there
We are not experiencing shortage of talent
Q6 Base = Total sample; n=250
What strategies do you employ to address the shortage of talent?
Select all that apply.

11.
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ALMOST ALL AGREE GREATER USE OF AN APPRENTICESHIP MODEL WILL HELP
ADDRESS THE TALENT SHORTAGE IN SAN FRANCISCO
96%
4%
Yes
No
Q7 Base = Total sample; n=250
Can greater use of an apprenticeship model help address the talent shortage in San Francisco?
(Traditionally, apprenticeships have been used by manufacturing and the trades to give workers a combination of training and on-the-job experience to prepare them for
specific jobs. Today, more companies across a range of industries are using the apprenticeship model, partnering with community colleges and four-year higher
education institutions as well as nonprofit community organizations, to tap new talent pools and help bridge the skills gap.)

12.
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OVER HALF ATTRACT TALENT BY PAYING FOR SKILLS TRAINING, OFFERING
FLEXIBLE WORKING HOURS AND OFFERING MORE MONEY
56%
54%
52%
46%
39%
39%
31%
30%
28%
Pay for skills training
Offer flexible working hours
Offer more money
Offer transportation to / from work, better commuting options
Pay / reimburse for higher education degree or certification
Offer more vacation time
Offer free food / meals
Offer onsite childcare facilities / subsidized childcare
Provide housing subsidy
Q8 Base = Total sample; n=250
Which of the following do you do in order to attract scarce talent?
Select all that apply.

13.
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OVER HALF INDICATE THAT SAN FRANCISCO CAN ATTRACT MORE SKILLED
TALENT BY CREATING APPRENTICESHIP PROGRAMS AND DRAWING MORE TECH
COMPANIES TO THE CITY
65%
57%
49%
46%
42%
31%
Q9 Base = Total sample; n=250
How can San Francisco attract more skilled talent?
Select all that apply.
Create apprenticeship programs to provide a wider pool of people opportunities
to get training and hand-on experience to become job ready
Attract more tech companies, with in-demand jobs, to the city
Increase housing subsidies
Offer tuition reimbursement programs for certifications, higher education
Create city grants to enable a wider pool of people to access
affordable technology training
Reduce city taxes

14.
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MOST BELIEVE THEIR BUSINESS IS CURRENTLY PREPARED FOR THE CHANGES
AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE WILL BRING – JUST
UNDER ONE IN FOUR FEEL WELL PREPARED
1% 7% 5% 64% 23%
Unprepared Underprepared Not sure Somewhat prepared Well prepared
Q10 Base = Total sample; n=250
How prepared is your business today to navigate future changes related to automation and artificial / augmented intelligence?
87%

15.
Copyright © 2019 Accenture All rights reserved. 15
ALMOST ALL INDICATE THERE IS A DESIGNATED EMPLOYEE OR GROUP
RESPONSIBLE FOR UNDERSTANDING AND APPLYING AUTOMATION AND
ARTIFICIAL / AUGMENTED INTELLIGENCE TO THEIR BUSINESS
91%
4%
6%
Yes
No
Not sure
Q11 Base = Total sample; n=250
Is there an employee or group in your business today with responsibility for understanding and applying automation and artificial / augmented intelligence
to your business processes?

16.
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FOUR IN FIVE ARE PLANNING TO MAKE A MODERATE TO SIGNIFICANT
INVESTMENT IN UNDERSTANDING AND APPLYING AUTOMATION AND ARTIFICIAL
/ AUGMENTED INTELLIGENCE TO THEIR BUSINESS IN 2019
0% 5% 14% 54% 27%
None Minimal Some Moderate Significant
Q12 Base = Total sample; n=250
What level of investment will your business make next year (2019) in understanding and applying automation and artificial / augmented intelligence?
81%

17.
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MOST BELIEVE THEIR EMPLOYEES ARE INTERESTED OR EXCITED ABOUT
APPLYING AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE IN THEIR
BUSINESS
2%3% 12% 59% 25%
Resistant Fearful Neutral Interested Excited
Q13 Base = Total sample; n=250
How do your employees feel about the prospect of applying automation and artificial / augmented intelligence within your business?
84%

18.
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A LITTLE OVER TWO-THIRDS INDICATE THEY HAVE SOME GOOD DATA TO
LEVERAGE AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE –
ONE IN FOUR FEEL THEY HAVE THE RIGHT DATA FOR THIS
24%
67%
4%
3%
2%
Yes, I have the right data
Yes, I have some good data
No, I have too much data
No, I have bad data
No, I have no data
Q14 Base = Total sample; n=250
Do you feel that you have the right data from across your business to leverage automation and artificial / augmented intelligence?

19.
Copyright © 2019 Accenture All rights reserved. 19
ALMOST THREE-QUARTERS BELIEVE THEY HAVE GOOD OR ALL THE REQUIRED
INTERNAL SKILLS NECESSARY TO SUCCESSFULLY LEVERAGE INNOVATIONS IN
AUTOMATION AND ARTIFICIAL / AUGMENTED INTELLIGENCE
0% 2% 26% 52% 20%
No current skills Minimal skills Some skills Good skills All required skills
Q15 Base = Total sample; n=250
Do you have the right skills in your internal workforce to successfully leverage innovations in automation and artificial / augmented intelligence?
72%

20.
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IMPROVING DECISION-MAKING AND SPEED THROUGH AUTOMATION AND
ARTIFICIAL / AUGMENTED INTELLIGENCE IS FELT TO BE MOST BENEFICIAL BY
THE MAJORITY
28%
25%
23%
16%
8%
73%
72%
66%
47%
42%
Decision-making
Speed
Flexibility
Personalization
Scale
Most Beneficial
Within Top Three
Q16 Base = Total sample; n=250
Improving which of the following business capabilities through automation and artificial / augmented intelligence would you deem most beneficial to your
business? Please rate in order of importance from 1 – 5 with 1 being the most beneficial and 5 being the least beneficial.

21.
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ACCESS TO EMPLOYEE SKILL TRAINING IS CONSIDERED THE TOP AREA BY
WHICH THE SF CHAMBER OF COMMERCE CAN OFFER TO HELP BUSINESSES
UNDERSTAND AND PREPARE FOR CHANGE ASSOCIATED WITH INNOVATION
16%
14%
11%
11%
10%
9%
8%
8%
7%
7%
40%
35%
34%
32%
30%
24%
28%
26%
28%
23%
Access to Employee Skill Training
Curriculum Development with Local High Schools / Colleges/Universities
Access to Leadership Training
Internships
Knowledge and Tips for Best Practices
Special Event / Conference with Experts
Facilitating Public / Private Coalitions
Public Policy & Advocacy
Sector-focused Workgroups
Webinars or Interactive On-line Tutorials
Most Important
Within Top Three
Q17 Base = Total sample; n=250
In which of the following areas can the SF Chamber of Commerce play a leading role in helping business understand and prepare for the change
associated with automation and artificial / augmented intelligence? Please rate in order of importance from 1 – 10 with 1 being the most important and 10 being
the least important.