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As European businesses assess the wreckage of the pandemic, the region
seems more ready than ever to grasp the opportunities offered by digital tools
and techniques and their role in the future of work, according to our recent
Work Ahead study.
The Work Ahead:
Europe’s Digital
Ambition Scales
The Work Ahead
Executive Summary
After years of seeming indifference, business and
political leaders in Europe appear to be waking up
to what the future of work means and the defining
role technology will play in it – a fact emphatically
underscored by the pandemic.
2The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
Historically, the most damning indictment of Europe’s digital prowess was that it wasn’t even
considered a contender in the question of world domination in the Fourth Industrial Revolution.1
Among the U.S., China and Europe, the continent was barely an afterthought: “Europe? Europe
regulates the digital economy, right?”
Not quite. Europe is still gunning for Amazon and
Google, but after years of seeming indifference and
inaction, business and political leaders appear to
be waking up to what the future of work means and
the defining role technology will play in it – a fact
emphatically underscored by the pandemic. European
companies quickly recognized during the COVID-19
crisis that digital touchpoints with customers,
employees and suppliers were essential survival tools.
The mesh between the old and new – between the
physical and the virtual – is where European businesses
could thrive in the work ahead. Everything from smart
appliances, to smart cars, to intelligent factories to
smart cities are now being built in Europe, changing
industry structures and value chains in their wake.
This part of the world is now scaling digital – and its
predilection to regulate digital business could end
up being the greatest gift Europe could offer to the
world: a safe and secure digital economy fit for the
21st
century.
3The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
To understand the changing nature of work in a world
dominated by digital and disrupted by COVID-19,
we surveyed 4,000 global executives globally and
across industries, 1,400 of whom were in Europe (see
methodology, page 24). We found an executive class
eager to apply artificial intelligence (AI), intelligent
machines and Internet of Things (IoT) to change how
work gets done and forge a modern businesses able
to withstand markets moving at lightning speed. It
took a pandemic to accelerate this long-overdue
modernization drive, but European businesses now
realize the opportunities and the hard work ahead.
Five key themes emerged from our research and
analysis:
1	The pandemic is a level setter, and Europe
must up its game. More than half of respondents
believe the virus will catalyze more data-intensive
and digitally oriented ways of working in Europe, as
well as more flexible and multi-disciplinary teams.
The majority are convinced that the pandemic will
take a wrecking ball to businesses that don’t move
toward more digital approaches.
2	IoT, AI and alternative sourcing models are
set to reshape how work gets done. Executives
are bullish on new forms of technology, with 47%
expecting hyperconnectivity (and its corollary
IoT) and AI-driven systems to dynamically shape
the future of work. The rise of hyperconnectivity
and AI will trigger more data-oriented technology
investments to dramatically change how goods are
produced and sold and how value chains connect
together. Our research also records a steep rise
in alternative sourcing strategies, with the percent
of respondents naming this as a key driver rising
12 percentage points from our 2016 Work Ahead
study.2
3	More and more enterprise work is pivoting
toward intelligent machines. The ratio of work
performed by humans vs. machines continues to
tip in favor of machines, particularly in the areas of
data organization, complex decision support and
rules-based decision making. As the explosion of
process data moves beyond human-scale ability
to manage and draw insights from it, thriving in
the post-pandemic world calls for data mastery at
the core.
4	Teaming people with machines boosts business
performance. Although greater operational
efficiency is a leading benefit of augmenting
processes with technology, other significant
outcomes include better decision-making and
improved customer and employee experiences.
In our analysis, businesses that use technology to
augment multiple processes achieve even greater
business benefits, with a five- to seven-percentage-
point upside across the board.
5	Fast-changing work calls for an equally
accelerated skills renaissance. Needed skills have
shifted away from global operating and strategic/
analytical skills, toward innovation, practical
decision-making and leadership. In a time of
intense disruption and change, the ability to create
new and better ways of working is regarded as
paramount, together with finding the skills the
organization needs to thrive.
4The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
COVID-19 rips up the status quo
Amid the sudden changes spurred by the crisis, half of
respondents now believe that traditional, non-digital
businesses will not survive in the post-pandemic world.
5The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
The COVID-19 pandemic dealt an early blow to Europe. Italy, Belgium and France were the first to lock down
outside China, and it was still early days when Britain’s prime minister was hospitalized with the virus. As
towns and cities emptied of people and workplaces shut down, the economic and social impact for Europe
was a warning to the rest of the world.
As the disruption intensified, organizations scrambled to revise
their business, operating and technology models. Europe’s
employees weren’t accustomed to working from home, and
online shopping and behaviors were nowhere near the scale
found in the U.S. or China.
In just a few painful weeks, elegant, secure, scalable online
content with a plethora of digital touchpoints went from nice-
to-have to essential for every consumer-facing industry in the
region. The online habit rocketed, literally overnight. One study
shows online grocery shopping increased 10% among urban
dwellers in Europe during the lockdown.3
One respondent, a
French retail executive, reported a 20% jump in e-commerce at
his company as a result of the pandemic.
Amid this sudden change, half of respondents now believe that
traditional, non-digital businesses will not survive in the post-
pandemic world, and executives across industries are assessing
which imperatives are temporary, and which will persist once the
prolonged pandemic becomes a distant memory (see Figure 1).
Pay more
attention to
workforce
safety
Redesign
workplace for
social
distancing
Value &
pay essential
workers
more
More flexible
teams, less
functional
departments
Accelerate
digital working
practices
Redesign
supply
chain for
resilience
61%
57% 56%
52% 52% 50%
Pandemic will
destroy traditional,
non-digital
businesses
Less personal
interactions
with
customers
Reassess
performance
indicators for
personal &
business risk
Cut pay
of highly
paid execs
Harder to
collaborate
across teams &
departments
50%
47% 46% 46% 46%
Response base: 1,400 senior executives
Source: Cognizant Center for the Future of Work
Figure 1
COVID catalyzes significant and far-reaching workplace changes
Respondents were asked to rate how strongly they agree or disagree with the following statements about the likely impact of the
pandemic over the medium term on their business and workforce. (Percent of respondents saying they agree or strongly agree)
6The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
A key point of agreement is the need to prioritize employee
welfare and safety (61%), as well as valuing and paying frontline
workers more (56%). The workforce is no longer seen as a
mere labor resource, and a richer, more complex understanding
of the value employees offer is moving into focus.
Additionally, more than half of respondents (52%) expect
flexible and multi-disciplinary teams to emerge as a lasting
impact. In this work model, agile processes will be executed by
networks of teams, operating in a work culture characterized
by flatter management styles and worker autonomy, rather
than departmentalized, bureaucratic structures. Rapid learning
and fast decision cycles are enabled by a strong IT foundation
and a common purpose of co-creating value for stakeholders.
The same number of respondents expect their business to
accelerate adoption of data-intensive, digital-oriented processes
and work tasks.
Businesses are also working to reconfigure their supply chains
(50%). As the pandemic unfolded, many manufacturers quickly
established new procedures to ensure steady production, using
stockpiling, excess capacity and duplicate systems as survival
mechanisms.
7The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
Out of the ashes: the quest for leadership
Mastery of AI will be the hinge for future success for
European businesses, as these technologies will do the
heavy lifting of meaningfully consuming and acting on
vast volumes of data.
8The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
When we asked executives to name which forces would have the most significant impact on their
organizations’ work by 2023, the top two responses were hyperconnectivity and AI (see Figure 2). On a
global basis, there’s relatively little differentiation regarding these trends among respondents in Europe,
North America and Asia Pacific, revealing that European businesses are on par with their counterparts
throughout the world.
While the percent of respondents citing hyperconnectivity
increased from our 2016 report (from 41% to 47%), the
opposite is true for AI, which declined 10 percentage points,
from 54% to 44%. While this may suggest a diminishment in
European businesses’ enthusiasm for AI, we believe the dropoff
is likely more related to respondents’ maturing attitudes toward
this powerful set of technologies. Businesses now realize AI is
not a “magic wand” that can easily be deployed and produce
magical results. Rather, AI is a sophisticated set of complex tools
that need detailed understanding, practice and perfecting – just
as sophisticated, complex tools have always done.
Cloud is another technology that saw a sharp drop between
2016 and our current study. This is likely because businesses
now regard cloud as being “table stakes” for any organization
seeking to modernize, given how mature and commonplace
this infrastructure technology now is. Simply put, this is the way
a modern business operates.
Hyperconnectivity
of billions of
people, machines
and devices
Artificial
intelligence
Outsourcing
of internal
work
Concerns
about security
and privacy
Physical
work
automation
Software
for process
automation
Business
analytics
Digital
regulation
Issues
around trust
and ethics
Cloud
delivery of
services
The
“platform
economy”
41%
47%
54%
44%
31%
43%
36%
61%
40%
49%
34%
37%
56%
33% 34%
22%
41%
37%
41%
49%
42%
39%
2016 study Current study
Response base: 1,400 senior executives (current study); 800 senior executives (2016 study)
Source: Cognizant Center for the Future of Work
Figure 2
Europe embraces hyperconnectivity and AI
Respondents were asked how strong an impact the following forces would have on work in the next three years.
(Percent of respondents saying strong impact)
9The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
In our executive interviews, European respondents said they
were turning to AI, predictive analytics and algorithms to
do practical things – like accelerating an insurance process,
reducing fraud risk or increasing disease detection rates
through pattern recognition. Even at the government level,
predictive software is being applied to process work, shaping
better services for European citizens. In Finland, authorities
analyze data to predict when citizens might move to another
city and plan out the impact on healthcare, housing and
education; in Estonia, they use predictive tools to calculate the
risk of job seekers becoming long-term unemployed.4
The growth in hyperconnectivity – and, as a corollary, IoT – will
further generate an explosion of process data that will need
sifting for meaning and value at scale. Mastery of AI will be
the hinge for future success for European businesses, as
these technologies will do the heavy lifting for organizations
to meaningfully consume and act on the vast volumes of
continuously growing and always changing data. It’s a way
for organizations to work and see meaning at a scale that’s
bigger than themselves. And it’s now clear that serious policy
work at the macro level is currently underway to ensure the AI
revolution doesn’t pass Europe by (see Quick Take, next page).
In addition to investing in technology, respondents also reveal
a strong interest in exploring new sourcing strategies, rising by
12 percentage points between 2016 and today. Undoubtedly,
COVID has triggered an interest in alternative sourcing
models, with severe cost-cutting pressures and the need to
accelerate digital initiatives pushing leaders to consider third-
party support for IT infrastructure and operations management,
as well as business process outsourcing.5
The interest in
technology initiatives shows no sign of slowing down – and
external sourcing is a means of catching up quickly.
European respondents said they were turning to AI, predictive
analytics and algorithms to do practical things – like accelerating
an insurance process, reducing fraud risk or increasing disease
detection rates through pattern recognition.
10The Work Ahead: Europe’s Digital Ambition Scales
Quick Take Can Europe build an Airbus for AI?
The penny has finally dropped. When newly installed European Commission President
Ursula von der Leyen laid out her vision for Europe in late 2019, she urged European
“mastery and ownership of key technologies,” citing quantum computing, AI, blockchain
and critical chip technologies.6
However, Europe will not win the arms race for AI as it currently stands. (How, for example,
could Europe possibly match China’s 10-year, $150 billion strategy to be a leading AI power
by 2030?) Europe is behind on R&D investment, and it’s going to take a generation to catch
up on the innovation required. Exhibit A: startups, the lifeblood of tech innovation. Despite
rising numbers of successful startups and capital raised, Europe is far behind the rest
of the world: The number of startups in the U.S. is roughly four times higher than that of
Europe, and they raise eight times more funding than their European counterparts.7
The structure of the European economy, particularly in its large core nations, shows why
technology leadership matters. The first wave of digital played well to consumer services
and was dominated by U.S. tech businesses offering a host of intangible services (search,
social media, e-commerce, ridesharing), transforming service delivery. This second wave,
predicated on AI and IoT, works for Europe’s traditional industries like manufacturing that
drive the economy (particularly in Germany, which accounts for one-fifth of European GDP).
The nexus between emerging digital technologies and the challenge from new forms of
international competition (read China) is signaling a need for a more active European
industrial policy, and a desire to own the technologies that will dominate the Fourth
Industrial Revolution.
What Europe needs is another Airbus event – this time for AI. At the 1965 Paris Air Show, the
major European airlines informally discussed their requirements for a new aircraft capable
of transporting 100+ passengers over short to medium distances at low cost. While many
European aircraft manufacturers were more innovative than their U.S. peers, even the most
successful didn’t have the scale to challenge U.S. manufacturers.
Two years later, and Airbus was formed from a patchwork of small-scale aviation
manufacturers eager to challenge the status quo, and the rest is history.
Perhaps we need to look at Europe’s quest for digital sovereignty in a similar way. What if
Europe’s industry titans got together at a Davos-like event to discuss how they could form
the equivalent of a European Palintir or DARPA that channels regional R&D AI funding for
impact? While Europe needs to rely on others for AI capabilities for now, its newly minted
industrial policy, a strong commitment to climate change, and a patchwork of digital
capability means it’s got the right ingredients for long-term success.
The Work Ahead
11The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
The power of technology never sleeps
Of all the technologies, IoT systems are seeing the
highest percentage of full deployments, at 17%. This
mesh between the old and new worlds is where Europe’s
businesses will thrive.
12The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
We asked respondents to identify the business processes that had been augmented (or improved) by the
application of technology, and to then say which technology tools were used.
As Figure 3 reveals, the most widely used technology tools
are those that do the heavy lifting on consuming and deriving
insights from massive volumes of process data, with about
70% of respondents having implemented data analytics or AI
as full implementations or pilots. With increasingly automated
processes, data is continuously growing and changing and
needs sifting, organizing and analysis to convey meaning.
Machine learning, data analytics and process automation tools
working alone or in tandem enable leaders to see meaning
from their data at scale.
For example, the CFO at a German insurance company said
robotics and process automation tools “have improved our
customer service and enhanced service delivery – we have been
able to reduce claim processing time by more than 75% in the
last 15 months.”
Of all the technologies, IoT systems are seeing the highest
percentage of full deployments, at 17%. Respondents
likely expect IoT to trigger more data-oriented technology
investments in the future as these sensors generate growing
amounts of data and are used to control a variety of physical
systems, creating a “flywheel” effect. IoT will become
increasingly powerful as the cloud service providers (AWS,
Microsoft Azure, etc.) get even better at connecting disparate
hardware and software solutions.
As a process manager from a Scandinavian oil and gas
company said,“[We] are particularly bullish over IoT devices
and sensors as it can potentially fetch real-time data from
machinery, drilling area, storage and transportation – with
simple investments, the risk of failure of millions of dollars can
be potentially avoided.”
Our study reveals an executive class fully primed for success
in the coming era of IoT as everything from smart fridges and
smart cars, to intelligent factories move into play, disrupting
industries and value chains. This mesh between the old and
Response base: 1,400 senior executives
Source: Cognizant Center for the Future of Work
Figure 3
Exploding process data demands a technological response
Respondents were asked about the progress they’d made on implementing the following technologies to augment their business
processes. (Percent of respondents naming each implementation phase)
AI Data
analytics
IoT Process
automation
Blockchain Chatbots AR/VR Robots 5G Auto-
nomous or
self-driving
vehicles,
drones,
telematics
3-D
printing
34%
30%
7% 5%
30%
34%
17%
27%
25%
9%
24%
29%
29%
11%
21%
4%
12%
5%
17%
13%
5%
9%
3%
7%
3% 4%
Some pilots underway
Some implemented projects
Widespread implementation
13The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
new worlds is where Europe’s businesses will thrive. Already,
European auto manufacturers include millions of lines of code
in the latest Mercedes or Peugeots rolling off their factory floors;
the next phase of autonomous driving needs the engineering
prowess and digital smarts to design, produce and distribute
successful cars. New opportunities and partnerships could
emerge to build, deliver and consume products and services
based on the insights across the value chain.
Although 5G is still at an early stage of adoption (only 9% of
respondents have a 5G pilot underway currently), over time
the “mesh of machines” created by IoT and 5G will serve as
the foundation for new levels of functionality and possibility.
Some of these pilots are already showing impressive results.
Worcester Bosch, a UK manufacturer of domestic boilers,
has launched a 5G-driven factory with ultra-low latency
that makes it easier to implement smarter manufacturing
techniques on the fly. The company can deploy AI and machine
learning techniques and insights quickly, without disrupting the
production line or supply chain through infrastructure changes.
The factory has already optimized machine performance and
increased output by 2%.8
More (and more) work pivots to machines
Taking in combination, IoT, AI and 5G will profoundly change
human work by rebalancing the relative contributions of
human workers and machines to processes and tasks. The
ratio of work performed by humans vs. machines is already
continuing to tip in favor of machines, particularly in the areas
of data organization, complex decision support and rules-based
decision making (see Figure 4).
With data organization – which encompasses data cleansing
and data modernization – machine learning systems are used
to prepare data to ensure it’s accessible, reliable and timely
enough to be of business value. Like businesses in other
regions, European organizations are surrounded by data but
struggle to determine which data is relevant. Given the high
volumes, this is beyond a human-scale problem and better
handled by machine-learning software.
Over the next three years, machines will perform over
one-quarter of this task, as opposed to 18% currently. New
configurations are now emerging, as revealed by a CFO from
a UK financial services company: “We have dedicated teams
for digital strategy, robotics, cloud infrastructure, analytics and
business transformation.”
16%
23%
16%
24%
16%
23%
16%
24%
Today 2023
Sifting large
data sets
to filter and
identify errors
or actionable
items
Feedback,
assessment
and process
improvement
Execution
of complex
decisions
Collection,
curation and
management
of data
Mining and
analysis of data
to diagnose
problems, make
predictions,
recommendations
Physical
actions to
implement
decisions
Evaluation
of options/
recommendations
to make
decisions
Execution
of routine,
rules-based
decisions based
on data
inputs
18%
27%
17%
24%
17%
24%
17%
25%
Response base: 1,400 senior executives
Source: Cognizant Center for the Future of Work
Figure 4
The march of the machines continues
Respondents were asked to what extent the following activities are executed by machines vs. employees, now and in three years.
(Percent of work done by machines)
14The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
Forging a modern business, process by process
The more that respondents used technology to augment
and improve their processes, the greater the business
benefits realized, according to our study.
15The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
For Europe to lead the next stage of digital, organizations must take the necessary steps to modernize. To
that end, businesses that make their technology a “partner-in-work” can generate multiple and significant
opportunities that extend beyond pure efficiency; they can begin to fundamentally reshape how the
business performs – with benefits for customers and employees, alike.
When AI, for example, is applied to a specific business process,
the underlying knowledge assets within that process have
the potential to become smarter and be used (and reused) in
productive ways. Our respondents are bullish on unlocking new
operational efficiency thresholds with AI and other technologies
(see Figure 5). While they’ve already realized a 12% increase in
operational efficiency today, they expect that to increase to 17%
by 2023.
In addition to efficiency improvements, respondents are also
changing the basis of competition from the outside, using
technology to rewire customer-focused processes. Business
expect to nearly double their technology-driven customer
experience improvements by 2023. To get there, they are
looking to eliminate friction points from the customer journey.
Cognitive computing-based customer service will soon become
a make-or-break factor for succeeding in any fast-paced,
competitive business environment. One CMO from a utility
said his company is using voice-activated chatbots to serve as
advisors, reducing average “on-call time” by more than 40% in
the last 12 months.
By processing in real-time the content of phone calls made
to a call center, as well as the caller’s underlying emotions
through natural language processing and sentiment analysis,
cognitive systems can guide chatbots and agents to de-escalate
tense situations, resulting in higher customer retention, lower
agent turnover and the insights to create a better customer
experience.
Response base: 1,400 senior executives
Source: Cognizant Center for the Future of Work
Figure 5
Workforce augmentation improves outputs across multiple dimensions
Respondents were asked about the progress they expect to make by 2023 in the following areas.
(The mean percent increase today and in 2023)
Operational
efficiency
Decision
making
Operational
effectiveness
Risk management,
security
and regulatory
compliance
Customer
experience
Organizational
agility
Employee
experience
Sales Brand
reputation
Innovation Sustainability
17%
12% 11%
17%
9%
15%
8%
15%
8%
14%
8%
13%
Today 2023
7%
13%
7%
13%
6% 6%
11% 10%
7%
13%
16The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
Leaders drive outsize impacts
We also identified a subset of respondents who had augmented
two or more business processes with technology than all
other respondents – we call this group “high augmenters.”
Interestingly, these respondents report significantly higher
business benefits across the board (see Figure 6), with
outcomes that are four percentage points higher in all
categories. They are experiencing greater improvements in
decision-making, operational efficiency, risk management and
security and regulatory compliance. The upshot: The more that
businesses use technology to augment processes, the greater
the business benefits.
Imagine what this speed and efficiency could mean in your
own business context. What if a bank could evaluate and
approve a loan while the customer was still admiring the car
in the showroom; what if the new owner had a digital wallet
linked to their bank account so that when they drove out of
the showroom and accelerated through the Autobahn tools
and then recharged and parked, payments were automatically
deducted from their wallet? What if an AI-, cloud-, 5G- and IoT-
based claims solution automatically kicked in if the driver were
to suffer an accident?
By injecting AI into the back-, middle- and front-office
processes, companies can accelerate their operational speed
and their ability to derive insight into all aspects of their
operations in material ways. The task for any leader is to help
the workforce visualize what it means to become a modern
enterprise (see Quick Take, next page).
Response base: 178 high augmenters; 1,400 all respondents
Source: Cognizant Center for the Future of Work
Figure 6
High augmenters experience greater business benefits
Respondents were asked about the progress they expect to make in the following areas with the application of advanced technologies.
(Mean percent increase today and in 2023)
7% 7%
13%
12%
6%
5%
6%
11%
13%
Operational
efficiency
Decision
making
Employee
experience
Operational
effectiveness
Sales Risk management,
security
and regulatory
compliance
Customer
experience
Brand
reputation
Organizational
agility
Sustainability Innovation
11%
17%
16%
10%
15%
6%
14%
6%
14%
7%
15%
8%
High augmenters Others
10%
17The Work Ahead: Europe’s Digital Ambition Scales
Quick Take Learn what a modern business looks like
It’s time to offer an explanation – not a vision – of what a modern business is, and put it in
simple black-and-white terms that everyone gets instinctively. Do this and everyone can
play a part in building it.
Of course, in the $20 trillion European economy, with companies operating in thousands
of markets with millions of niches, the idea of one platonically ideal modern business is
improbable. But there are certain high-water marks that everyone in Europe will
understand – the listener experience of Spotify; the presentation layer of FT.com; the
one-click technology of Amazon; the banking experience of Starling; the check-in process
of Heathrow’s Terminal 5; the customer experience of Emirates; the sheer utility of
Booking.com.
The job of the modern business leader is to mix these inspirational cross-industry examples
with ones specific to the particular race their organization is trying to win. How will people
work together in a smart factory? How does a call center answer a customer query in a
modern business? How does a modern business resolve a customer complaint (without
lowering its net promoter score or seeing the issue disastrously flashed around the world
on Twitter)? What does the office of a modern business look like, and where should it be
based? How much IT infrastructure does it really need to own?
The simple and painful truth is that after a decade in which the power of the digital
transformation message has waned and has left some asking,“What’s beyond digital?
What’s next?”, the actual answer is “digital.” Much more digital. Decades’ more digital. Digital
for the rest of your working life – be you 55 or 25. Digital aimed at building and operating
a modern business. The modern business that you probably don’t work in today. That you
know is not long for this world. That is an OK(ish) place to work but is never going to be on
the cover of a magazine. Will you, and your future employees settle for that?
The Work Ahead
18The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
Start a renaissance in skills where you work
In 2016, respondents were lukewarm on the importance
of decision making and innovation to business success;
today, these are the top two most important skills.
19The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
Technology is reshaping not just how European businesses work but also how they think about work. This is
especially true as the lines between work and home blur (accelerated by COVID and the rise of working at
home) and we seek greater meaning from work in a time of existential questioning. If machines can do more
work as time goes on, and if human-kind sees itself as more than machines,then it raises the question: How do
we continue to be valued and valuable?
Central to answering this question is the concept of “upskilling”–
of having skills and capabilities that cannot be supplied by even
the smartest of machines. The apprentice system in Germany
and Switzerland is a tried and tested way to train workers in the
skills that employees want, but the key is knowing what skills will
be required.
This is clearly uppermost in the minds of European respondents.
In 2016, respondents were lukewarm on the importance of
decision making and innovation to business success; today,
these are the top two most important skills (see Figure 7). This
is reflective of the data lakes that decision-makers must wade
through, with paralysis taking hold because of an inability to
continuously model, simulate and recommend the “next best
action.” Moreover, in a time of intense disruption and change,
the ability to create new and better ways of working is regarded
as paramount.
In tandem,“strategic thinking” has declined in relative
importance, falling from first-ranked in 2016 to the sixth most
important skill today. While there will always be a need for
strategic thinking in the business world,this could be a reflection
that the importance of high-level,“big-picture” thinking about
relatively stable and well-understood operating conditions is
becoming subservient to more agile and disruptive ways of
thinking and working.The world is changing faster than ever–the
only response is to disrupt others before they disrupt you.
Strategic thinking (69%)
Selling (65%)
Global operating (63%)
Leadership (61%)
Decision-making (60%)
Innovation (60%)
Analytic (60%)
Customer care (56%)
Social media (50%)
Communication (56%)
(40%) Decision-making
(39%) Innovation
(34%) Analytic
(33%) Leadership
(30%) Selling
(30%) Strategic thinking
(28%) Communication
(27%) Customer care
(27%) Interpersonal
(20%) Learning
IMPORTANCE Current study2016
1
2
3
4
5
6
7
8
9
10
Response base: 1,400 senior executives (current study); 800 senior executives (2016 study)
Source: Cognizant Center for the Future of Work
Figure 7
Skills shift from strategic thinking and selling to decision-making
and innovation
Respondents in our two studies were asked whether each skill was more or less important today for succeeding at work.
(Percent of respondents naming each skill as more important)
20The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
Fusing smart people with smart machines
The ability of an organization and its leadership team to blend
and extend the strengths of its people with the capabilities
of intelligent machines will determine its digital maturity and
success in fundamentally changing – and improving – how work
gets done. An acute focus on the relationship between humans
and machines is essential, from how the two will collaborate to
how the current workforce and the business will adapt.
New workflows need constructing where the most predictable,
rote and repetitive activities can be handed off to machines,
while humans specialize in using judgment, creativity and
language. This is now the work that the modern business
needs to do. A Swiss CEO of a media company reported that
the company’s adoption of intelligent systems has resulted in
employees being free to take on higher-value work.“Employee
satisfaction is getting better, and we see employees more
involved in value-add and thinking of new business ideas. Their
work on routine tasks has reduced considerably.”
This reconfiguration between people and machines is
happening now. Think of the construction site, where digital
hubs connect and empower engineers, construction workers
and tradesmen through intelligent workflows and synchronized
tasks and activities. Or the state-of-the-art factory floor
newly festooned with sensors and algorithms sequencing
intricate hand-offs between teams of people and banks
of machines. Our interviews revealed big data specialists,
process automation experts, security analysts, human-machine
interaction designers, robotics engineers and machine learning
experts will be highly valued skills for the next phase of the
digital revolution. Every business needs a strategy for securing
the talent and skills they’ll need moving forward.
The ability of an organization and its leadership team
to blend and extend the strengths of its people with
the capabilities of intelligent machines will determine
its digital maturity and success in fundamentally
changing – and improving – how work gets done.
21The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
Embracing the Fourth Industrial Revolution
As businesses survey the wreckage of the pandemic on
Europe’s economies, the region seems ready to grasp the
opportunities offered by digital tools and techniques.
22The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
The Fourth Industrial Revolution has been a siren call for Europe for years. Historically, the mandate has
been muzzled as the continent continuously fails to scale its digital capabilities or falls back on its propensity
to regulate. However, as businesses survey the wreckage of the pandemic on Europe’s economies, the region
seems ready to grasp the opportunities offered by digital tools and techniques.
Alone and in combination, technology innovations are ushering
in decades of change across industries in Europe. Look around,
and you’ll see Europeans increasingly living in smart cities,
driving smart cars and looking to return to work in smart (and
healthy) buildings. This is just the start of a modern, knowledge-
intensive and digitally-oriented economy. Harnessing the forces
swirling around work will deliver jobs and prosperity for decades
to come.
23The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
We commissioned Oxford Economics to design and conduct
a survey of 4,000 C-suite and senior executives, 1,400 from
Europe. The survey was conducted between June 2020 and
August 2020 via computer-assisted telephone interviewing
(CATI). Approximately one-third of the questions were identical
to those asked for the 2016 Work Ahead study, allowing us
to compare responses and track shifting attitudes toward
technology and the future of work.
Respondents come from the U.S., Canada, UK, Ireland,
France, Germany, Switzerland, Benelux (Belgium, Luxemburg,
Netherlands), Nordics (Denmark, Finland, Norway, Sweden),
Singapore, Australia, Malaysia,Japan, China, Hong Kong, India,
Saudi Arabia and UAE. They represent 14 industries, evenly
distributed across banking, consumer goods, education,
healthcare (including both payers and providers), information
services, insurance, life sciences, manufacturing, media and
entertainment, oil and gas, retail, transportation and logistics,
travel and hospitality, and utilities. All respondents come from
organizations with over $250 million in revenue; one-third are
from organizations with between $250 million and $499 million
in revenue, one-third from organizations with between $500
million and $999 million in revenue, and one-third with $1 billion
or more in revenue.
In addition to the quantitative survey, Oxford Economics
conducted 30 in-depth interviews with executives, spread
across the countries and industries surveyed. Interviewees who
responded to the survey have a track record of using emerging
technology to augment business processes. The conversations
covered the major themes in this report, providing real-life case
studies on the challenges faced by businesses and the actions
they are taking, at a time when the coronavirus pandemic was
spreading around the world and companies were formulating
their strategic responses. The resulting insights offer a variety of
perspectives on the changing future of work.
Methodology
18% Germany
Switzerland 4%
Luxemburg 4%
Ireland 4%
Finland 4%
18% France
14% UK
Belgium 8%
Netherlands 9%
Sweden 6%
Norway 6%
Denmark 6%
Respondents by geography
(Percentages may not equal 100% due to rounding)
24The Work Ahead: Europe’s Digital Ambition Scales
The Work Ahead
Euan Davis
Associate Vice President,
Cognizant’s Center for the Future of Work, EMEA
Euan Davis leads Cognizant’s Center for the Future of Work in EMEA. A respected speaker and thinker,
Euan has guided many Fortune 500 companies into the future of work with his thought-provoking
research and advisory skills. Within Cognizant’s Center for the Future of Work, he helps ensure that the
unit’s original research and analysis jibes with emerging business-technology trends and dynamics in
Europe, and collaborates with a wide range of leading thinkers to understand how the future of work will
look. Previously, Euan held senior analyst, advisory and leadership positions at Forrester Research, IDC
and CEB.
Euan can be reached at Euan.Davis@cognizant.com
LinkedIn: linkedin.com/in/euandavis/
Twitter: @euandavis
About the author
1	 Klaus Schwab, The Fourth Industrial Revolution, Currency,January 2017, www.weforum.org/about/the-fourth-
industrial-revolution-by-klaus-schwab/.
2	 Euan Davis,“The Work Ahead: Europe’s Digital Imperative,” Cognizant, 2016, www.cognizant.com/whitepapers/the-
work-ahead-europes-digital-imperative-codex2299.pdf.
3	 “Lockdown, Shake Up: The New Normal for Shopping in Europe,” PwC, www.pwc.de/en/retail-and-consumer/
european-consumer-insights-series-2020-new-normal.html.
4	 Janosch Delcker,“AI Decoded,” Politico, Nov. 4, 2020, www.politico.eu/newsletter/ai-decoded/politico-ai-
decoded-the-age-of-algorithms-ai-in-times-of-covid-polands-gender-issue/?utm_source=POLITICO.
EU&utm_campaign=f07ea6d0c1-EMAIL_CAMPAIGN_2020_11_04_09_59&utm_medium=email&utm_
term=0_10959edeb5-f07ea6d0c1-190311105.
5	 Sead Fadilpasic,“IT Outsourcing Contracts with Businesses in EMEA Rose in Value by Almost Two-Thirds in Q3,”
IT Pro Portal, Oct. 22, 2020, www.itproportal.com/news/it-outsourcing-contracts-see-major-rise-for-uk-firms/.
6	 Natasha Lomas,“Tech-Driven Change a Key Priority for New EC President,” Tech Crunch,Jan. 7, 2020,
https://techcrunch.com/2020/01/07/tech-driven-change-a-key-priority-for-new-ec-
president/?guccounter=1&guce_referrer=aHR0cHM6Ly93d3cuZ29vZ2xlLmNvbS8&guce_referrer_
sig=AQAAAHDkautHI8ohNDre5ybvbqsSMUzo8G3_COvOT9Gwun3F6dlnJYtbSOjLFyKguIvlLLQV3H2OqH15Q_
mui1Vgqm0OFDwSgGtfmd83Es7UHYj1vfRSIl6Csm4K4tawTQMHq0JW_WEfA14AeO1pAWSHlgWLH126h_
zgxE2jX6NLu4s8.
7	 Europe’s startups are cumulatively valued at $240 billion vs. $1.4 trillion in the U.S. and $675 billion in Asia Pacific. Surya
Prakash Singh and Sparsha Mallipeddi,“Why the European Startup Scene Lags Behind the U.S. One,” Entrepreneur
Europe, May 6, 2019, www.entrepreneur.com/article/331489.
8	 “Worcester Bosch Launches the UK’s First 5G Factory,” Ericsson, www.ericsson.com/en/cases/2020/the-5g-factory-
of-the-future.
Endnotes
25The Work Ahead: Europe’s Digital Ambition Scales
© Copyright 2021, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject to change without notice. All other trademarks mentioned
herein are the property of their respective owners.
Codex 6155
About Cognizant
Cognizant (Nasdaq-100: CTSH) is one of the world’s leading professional services companies, transforming clients’ business, operating and technology
models for the digital era. Our unique industry-based, consultative approach helps clients envision, build and run more innovative and efficient businesses.
Headquartered in the U.S., Cognizant is ranked 194 on the Fortune 500 and is consistently listed among the most admired companies in the world. Learn
how Cognizant helps clients lead with digital at www.cognizant.com or follow us @Cognizant.
World Headquarters
500 Frank W. Burr Blvd.
Teaneck, NJ 07666 USA
Phone: +1 201 801 0233
Fax: +1 201 801 0243
Toll Free: +1 888 937 3277
European Headquarters
1 Kingdom Street
Paddington Central
London W2 6BD England
Phone: +44 (0) 20 7297 7600
Fax: +44 (0) 20 7121 0102
India Operations Headquarters
#5/535 Old Mahabalipuram Road
Okkiyam Pettai, Thoraipakkam
Chennai, 600 096 India
Phone: +91 (0) 44 4209 6000
Fax: +91 (0) 44 4209 6060
APAC Headquarters
1 Changi Business Park Crescent,
Plaza 8@CBP # 07-04/05/06,
Tower A, Singapore 486025
Phone: + 65 6812 4051
Fax: + 65 6324 4051
About the Center for the Future of Work
Cognizant’s Center for the Future of Work™ is chartered to examine how work is changing, and will change, in response to the emergence of new
technologies, new business practices and new workers. The Center provides original research and analysis of work trends and dynamics, and collaborates
with a wide range of business, technology and academic thinkers about what the future of work will look like as technology changes so many aspects of
our working lives. For more information, visit Cognizant.com/futureofwork, or contact Ben Pring, Cognizant VP and Director of the Center for the Future
of Work, at Benjamin.Pring@cognizant.com.
See the full Work Ahead study series: www.cognizant.com/theworkahead

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The Work Ahead: Europe’s Digital Ambition Scales

  • 1. As European businesses assess the wreckage of the pandemic, the region seems more ready than ever to grasp the opportunities offered by digital tools and techniques and their role in the future of work, according to our recent Work Ahead study. The Work Ahead: Europe’s Digital Ambition Scales
  • 2. The Work Ahead Executive Summary After years of seeming indifference, business and political leaders in Europe appear to be waking up to what the future of work means and the defining role technology will play in it – a fact emphatically underscored by the pandemic. 2The Work Ahead: Europe’s Digital Ambition Scales
  • 3. The Work Ahead Historically, the most damning indictment of Europe’s digital prowess was that it wasn’t even considered a contender in the question of world domination in the Fourth Industrial Revolution.1 Among the U.S., China and Europe, the continent was barely an afterthought: “Europe? Europe regulates the digital economy, right?” Not quite. Europe is still gunning for Amazon and Google, but after years of seeming indifference and inaction, business and political leaders appear to be waking up to what the future of work means and the defining role technology will play in it – a fact emphatically underscored by the pandemic. European companies quickly recognized during the COVID-19 crisis that digital touchpoints with customers, employees and suppliers were essential survival tools. The mesh between the old and new – between the physical and the virtual – is where European businesses could thrive in the work ahead. Everything from smart appliances, to smart cars, to intelligent factories to smart cities are now being built in Europe, changing industry structures and value chains in their wake. This part of the world is now scaling digital – and its predilection to regulate digital business could end up being the greatest gift Europe could offer to the world: a safe and secure digital economy fit for the 21st century. 3The Work Ahead: Europe’s Digital Ambition Scales
  • 4. The Work Ahead To understand the changing nature of work in a world dominated by digital and disrupted by COVID-19, we surveyed 4,000 global executives globally and across industries, 1,400 of whom were in Europe (see methodology, page 24). We found an executive class eager to apply artificial intelligence (AI), intelligent machines and Internet of Things (IoT) to change how work gets done and forge a modern businesses able to withstand markets moving at lightning speed. It took a pandemic to accelerate this long-overdue modernization drive, but European businesses now realize the opportunities and the hard work ahead. Five key themes emerged from our research and analysis: 1 The pandemic is a level setter, and Europe must up its game. More than half of respondents believe the virus will catalyze more data-intensive and digitally oriented ways of working in Europe, as well as more flexible and multi-disciplinary teams. The majority are convinced that the pandemic will take a wrecking ball to businesses that don’t move toward more digital approaches. 2 IoT, AI and alternative sourcing models are set to reshape how work gets done. Executives are bullish on new forms of technology, with 47% expecting hyperconnectivity (and its corollary IoT) and AI-driven systems to dynamically shape the future of work. The rise of hyperconnectivity and AI will trigger more data-oriented technology investments to dramatically change how goods are produced and sold and how value chains connect together. Our research also records a steep rise in alternative sourcing strategies, with the percent of respondents naming this as a key driver rising 12 percentage points from our 2016 Work Ahead study.2 3 More and more enterprise work is pivoting toward intelligent machines. The ratio of work performed by humans vs. machines continues to tip in favor of machines, particularly in the areas of data organization, complex decision support and rules-based decision making. As the explosion of process data moves beyond human-scale ability to manage and draw insights from it, thriving in the post-pandemic world calls for data mastery at the core. 4 Teaming people with machines boosts business performance. Although greater operational efficiency is a leading benefit of augmenting processes with technology, other significant outcomes include better decision-making and improved customer and employee experiences. In our analysis, businesses that use technology to augment multiple processes achieve even greater business benefits, with a five- to seven-percentage- point upside across the board. 5 Fast-changing work calls for an equally accelerated skills renaissance. Needed skills have shifted away from global operating and strategic/ analytical skills, toward innovation, practical decision-making and leadership. In a time of intense disruption and change, the ability to create new and better ways of working is regarded as paramount, together with finding the skills the organization needs to thrive. 4The Work Ahead: Europe’s Digital Ambition Scales
  • 5. The Work Ahead COVID-19 rips up the status quo Amid the sudden changes spurred by the crisis, half of respondents now believe that traditional, non-digital businesses will not survive in the post-pandemic world. 5The Work Ahead: Europe’s Digital Ambition Scales
  • 6. The Work Ahead The COVID-19 pandemic dealt an early blow to Europe. Italy, Belgium and France were the first to lock down outside China, and it was still early days when Britain’s prime minister was hospitalized with the virus. As towns and cities emptied of people and workplaces shut down, the economic and social impact for Europe was a warning to the rest of the world. As the disruption intensified, organizations scrambled to revise their business, operating and technology models. Europe’s employees weren’t accustomed to working from home, and online shopping and behaviors were nowhere near the scale found in the U.S. or China. In just a few painful weeks, elegant, secure, scalable online content with a plethora of digital touchpoints went from nice- to-have to essential for every consumer-facing industry in the region. The online habit rocketed, literally overnight. One study shows online grocery shopping increased 10% among urban dwellers in Europe during the lockdown.3 One respondent, a French retail executive, reported a 20% jump in e-commerce at his company as a result of the pandemic. Amid this sudden change, half of respondents now believe that traditional, non-digital businesses will not survive in the post- pandemic world, and executives across industries are assessing which imperatives are temporary, and which will persist once the prolonged pandemic becomes a distant memory (see Figure 1). Pay more attention to workforce safety Redesign workplace for social distancing Value & pay essential workers more More flexible teams, less functional departments Accelerate digital working practices Redesign supply chain for resilience 61% 57% 56% 52% 52% 50% Pandemic will destroy traditional, non-digital businesses Less personal interactions with customers Reassess performance indicators for personal & business risk Cut pay of highly paid execs Harder to collaborate across teams & departments 50% 47% 46% 46% 46% Response base: 1,400 senior executives Source: Cognizant Center for the Future of Work Figure 1 COVID catalyzes significant and far-reaching workplace changes Respondents were asked to rate how strongly they agree or disagree with the following statements about the likely impact of the pandemic over the medium term on their business and workforce. (Percent of respondents saying they agree or strongly agree) 6The Work Ahead: Europe’s Digital Ambition Scales
  • 7. The Work Ahead A key point of agreement is the need to prioritize employee welfare and safety (61%), as well as valuing and paying frontline workers more (56%). The workforce is no longer seen as a mere labor resource, and a richer, more complex understanding of the value employees offer is moving into focus. Additionally, more than half of respondents (52%) expect flexible and multi-disciplinary teams to emerge as a lasting impact. In this work model, agile processes will be executed by networks of teams, operating in a work culture characterized by flatter management styles and worker autonomy, rather than departmentalized, bureaucratic structures. Rapid learning and fast decision cycles are enabled by a strong IT foundation and a common purpose of co-creating value for stakeholders. The same number of respondents expect their business to accelerate adoption of data-intensive, digital-oriented processes and work tasks. Businesses are also working to reconfigure their supply chains (50%). As the pandemic unfolded, many manufacturers quickly established new procedures to ensure steady production, using stockpiling, excess capacity and duplicate systems as survival mechanisms. 7The Work Ahead: Europe’s Digital Ambition Scales
  • 8. The Work Ahead Out of the ashes: the quest for leadership Mastery of AI will be the hinge for future success for European businesses, as these technologies will do the heavy lifting of meaningfully consuming and acting on vast volumes of data. 8The Work Ahead: Europe’s Digital Ambition Scales
  • 9. The Work Ahead When we asked executives to name which forces would have the most significant impact on their organizations’ work by 2023, the top two responses were hyperconnectivity and AI (see Figure 2). On a global basis, there’s relatively little differentiation regarding these trends among respondents in Europe, North America and Asia Pacific, revealing that European businesses are on par with their counterparts throughout the world. While the percent of respondents citing hyperconnectivity increased from our 2016 report (from 41% to 47%), the opposite is true for AI, which declined 10 percentage points, from 54% to 44%. While this may suggest a diminishment in European businesses’ enthusiasm for AI, we believe the dropoff is likely more related to respondents’ maturing attitudes toward this powerful set of technologies. Businesses now realize AI is not a “magic wand” that can easily be deployed and produce magical results. Rather, AI is a sophisticated set of complex tools that need detailed understanding, practice and perfecting – just as sophisticated, complex tools have always done. Cloud is another technology that saw a sharp drop between 2016 and our current study. This is likely because businesses now regard cloud as being “table stakes” for any organization seeking to modernize, given how mature and commonplace this infrastructure technology now is. Simply put, this is the way a modern business operates. Hyperconnectivity of billions of people, machines and devices Artificial intelligence Outsourcing of internal work Concerns about security and privacy Physical work automation Software for process automation Business analytics Digital regulation Issues around trust and ethics Cloud delivery of services The “platform economy” 41% 47% 54% 44% 31% 43% 36% 61% 40% 49% 34% 37% 56% 33% 34% 22% 41% 37% 41% 49% 42% 39% 2016 study Current study Response base: 1,400 senior executives (current study); 800 senior executives (2016 study) Source: Cognizant Center for the Future of Work Figure 2 Europe embraces hyperconnectivity and AI Respondents were asked how strong an impact the following forces would have on work in the next three years. (Percent of respondents saying strong impact) 9The Work Ahead: Europe’s Digital Ambition Scales
  • 10. The Work Ahead In our executive interviews, European respondents said they were turning to AI, predictive analytics and algorithms to do practical things – like accelerating an insurance process, reducing fraud risk or increasing disease detection rates through pattern recognition. Even at the government level, predictive software is being applied to process work, shaping better services for European citizens. In Finland, authorities analyze data to predict when citizens might move to another city and plan out the impact on healthcare, housing and education; in Estonia, they use predictive tools to calculate the risk of job seekers becoming long-term unemployed.4 The growth in hyperconnectivity – and, as a corollary, IoT – will further generate an explosion of process data that will need sifting for meaning and value at scale. Mastery of AI will be the hinge for future success for European businesses, as these technologies will do the heavy lifting for organizations to meaningfully consume and act on the vast volumes of continuously growing and always changing data. It’s a way for organizations to work and see meaning at a scale that’s bigger than themselves. And it’s now clear that serious policy work at the macro level is currently underway to ensure the AI revolution doesn’t pass Europe by (see Quick Take, next page). In addition to investing in technology, respondents also reveal a strong interest in exploring new sourcing strategies, rising by 12 percentage points between 2016 and today. Undoubtedly, COVID has triggered an interest in alternative sourcing models, with severe cost-cutting pressures and the need to accelerate digital initiatives pushing leaders to consider third- party support for IT infrastructure and operations management, as well as business process outsourcing.5 The interest in technology initiatives shows no sign of slowing down – and external sourcing is a means of catching up quickly. European respondents said they were turning to AI, predictive analytics and algorithms to do practical things – like accelerating an insurance process, reducing fraud risk or increasing disease detection rates through pattern recognition. 10The Work Ahead: Europe’s Digital Ambition Scales
  • 11. Quick Take Can Europe build an Airbus for AI? The penny has finally dropped. When newly installed European Commission President Ursula von der Leyen laid out her vision for Europe in late 2019, she urged European “mastery and ownership of key technologies,” citing quantum computing, AI, blockchain and critical chip technologies.6 However, Europe will not win the arms race for AI as it currently stands. (How, for example, could Europe possibly match China’s 10-year, $150 billion strategy to be a leading AI power by 2030?) Europe is behind on R&D investment, and it’s going to take a generation to catch up on the innovation required. Exhibit A: startups, the lifeblood of tech innovation. Despite rising numbers of successful startups and capital raised, Europe is far behind the rest of the world: The number of startups in the U.S. is roughly four times higher than that of Europe, and they raise eight times more funding than their European counterparts.7 The structure of the European economy, particularly in its large core nations, shows why technology leadership matters. The first wave of digital played well to consumer services and was dominated by U.S. tech businesses offering a host of intangible services (search, social media, e-commerce, ridesharing), transforming service delivery. This second wave, predicated on AI and IoT, works for Europe’s traditional industries like manufacturing that drive the economy (particularly in Germany, which accounts for one-fifth of European GDP). The nexus between emerging digital technologies and the challenge from new forms of international competition (read China) is signaling a need for a more active European industrial policy, and a desire to own the technologies that will dominate the Fourth Industrial Revolution. What Europe needs is another Airbus event – this time for AI. At the 1965 Paris Air Show, the major European airlines informally discussed their requirements for a new aircraft capable of transporting 100+ passengers over short to medium distances at low cost. While many European aircraft manufacturers were more innovative than their U.S. peers, even the most successful didn’t have the scale to challenge U.S. manufacturers. Two years later, and Airbus was formed from a patchwork of small-scale aviation manufacturers eager to challenge the status quo, and the rest is history. Perhaps we need to look at Europe’s quest for digital sovereignty in a similar way. What if Europe’s industry titans got together at a Davos-like event to discuss how they could form the equivalent of a European Palintir or DARPA that channels regional R&D AI funding for impact? While Europe needs to rely on others for AI capabilities for now, its newly minted industrial policy, a strong commitment to climate change, and a patchwork of digital capability means it’s got the right ingredients for long-term success. The Work Ahead 11The Work Ahead: Europe’s Digital Ambition Scales
  • 12. The Work Ahead The power of technology never sleeps Of all the technologies, IoT systems are seeing the highest percentage of full deployments, at 17%. This mesh between the old and new worlds is where Europe’s businesses will thrive. 12The Work Ahead: Europe’s Digital Ambition Scales
  • 13. The Work Ahead We asked respondents to identify the business processes that had been augmented (or improved) by the application of technology, and to then say which technology tools were used. As Figure 3 reveals, the most widely used technology tools are those that do the heavy lifting on consuming and deriving insights from massive volumes of process data, with about 70% of respondents having implemented data analytics or AI as full implementations or pilots. With increasingly automated processes, data is continuously growing and changing and needs sifting, organizing and analysis to convey meaning. Machine learning, data analytics and process automation tools working alone or in tandem enable leaders to see meaning from their data at scale. For example, the CFO at a German insurance company said robotics and process automation tools “have improved our customer service and enhanced service delivery – we have been able to reduce claim processing time by more than 75% in the last 15 months.” Of all the technologies, IoT systems are seeing the highest percentage of full deployments, at 17%. Respondents likely expect IoT to trigger more data-oriented technology investments in the future as these sensors generate growing amounts of data and are used to control a variety of physical systems, creating a “flywheel” effect. IoT will become increasingly powerful as the cloud service providers (AWS, Microsoft Azure, etc.) get even better at connecting disparate hardware and software solutions. As a process manager from a Scandinavian oil and gas company said,“[We] are particularly bullish over IoT devices and sensors as it can potentially fetch real-time data from machinery, drilling area, storage and transportation – with simple investments, the risk of failure of millions of dollars can be potentially avoided.” Our study reveals an executive class fully primed for success in the coming era of IoT as everything from smart fridges and smart cars, to intelligent factories move into play, disrupting industries and value chains. This mesh between the old and Response base: 1,400 senior executives Source: Cognizant Center for the Future of Work Figure 3 Exploding process data demands a technological response Respondents were asked about the progress they’d made on implementing the following technologies to augment their business processes. (Percent of respondents naming each implementation phase) AI Data analytics IoT Process automation Blockchain Chatbots AR/VR Robots 5G Auto- nomous or self-driving vehicles, drones, telematics 3-D printing 34% 30% 7% 5% 30% 34% 17% 27% 25% 9% 24% 29% 29% 11% 21% 4% 12% 5% 17% 13% 5% 9% 3% 7% 3% 4% Some pilots underway Some implemented projects Widespread implementation 13The Work Ahead: Europe’s Digital Ambition Scales
  • 14. The Work Ahead new worlds is where Europe’s businesses will thrive. Already, European auto manufacturers include millions of lines of code in the latest Mercedes or Peugeots rolling off their factory floors; the next phase of autonomous driving needs the engineering prowess and digital smarts to design, produce and distribute successful cars. New opportunities and partnerships could emerge to build, deliver and consume products and services based on the insights across the value chain. Although 5G is still at an early stage of adoption (only 9% of respondents have a 5G pilot underway currently), over time the “mesh of machines” created by IoT and 5G will serve as the foundation for new levels of functionality and possibility. Some of these pilots are already showing impressive results. Worcester Bosch, a UK manufacturer of domestic boilers, has launched a 5G-driven factory with ultra-low latency that makes it easier to implement smarter manufacturing techniques on the fly. The company can deploy AI and machine learning techniques and insights quickly, without disrupting the production line or supply chain through infrastructure changes. The factory has already optimized machine performance and increased output by 2%.8 More (and more) work pivots to machines Taking in combination, IoT, AI and 5G will profoundly change human work by rebalancing the relative contributions of human workers and machines to processes and tasks. The ratio of work performed by humans vs. machines is already continuing to tip in favor of machines, particularly in the areas of data organization, complex decision support and rules-based decision making (see Figure 4). With data organization – which encompasses data cleansing and data modernization – machine learning systems are used to prepare data to ensure it’s accessible, reliable and timely enough to be of business value. Like businesses in other regions, European organizations are surrounded by data but struggle to determine which data is relevant. Given the high volumes, this is beyond a human-scale problem and better handled by machine-learning software. Over the next three years, machines will perform over one-quarter of this task, as opposed to 18% currently. New configurations are now emerging, as revealed by a CFO from a UK financial services company: “We have dedicated teams for digital strategy, robotics, cloud infrastructure, analytics and business transformation.” 16% 23% 16% 24% 16% 23% 16% 24% Today 2023 Sifting large data sets to filter and identify errors or actionable items Feedback, assessment and process improvement Execution of complex decisions Collection, curation and management of data Mining and analysis of data to diagnose problems, make predictions, recommendations Physical actions to implement decisions Evaluation of options/ recommendations to make decisions Execution of routine, rules-based decisions based on data inputs 18% 27% 17% 24% 17% 24% 17% 25% Response base: 1,400 senior executives Source: Cognizant Center for the Future of Work Figure 4 The march of the machines continues Respondents were asked to what extent the following activities are executed by machines vs. employees, now and in three years. (Percent of work done by machines) 14The Work Ahead: Europe’s Digital Ambition Scales
  • 15. The Work Ahead Forging a modern business, process by process The more that respondents used technology to augment and improve their processes, the greater the business benefits realized, according to our study. 15The Work Ahead: Europe’s Digital Ambition Scales
  • 16. The Work Ahead For Europe to lead the next stage of digital, organizations must take the necessary steps to modernize. To that end, businesses that make their technology a “partner-in-work” can generate multiple and significant opportunities that extend beyond pure efficiency; they can begin to fundamentally reshape how the business performs – with benefits for customers and employees, alike. When AI, for example, is applied to a specific business process, the underlying knowledge assets within that process have the potential to become smarter and be used (and reused) in productive ways. Our respondents are bullish on unlocking new operational efficiency thresholds with AI and other technologies (see Figure 5). While they’ve already realized a 12% increase in operational efficiency today, they expect that to increase to 17% by 2023. In addition to efficiency improvements, respondents are also changing the basis of competition from the outside, using technology to rewire customer-focused processes. Business expect to nearly double their technology-driven customer experience improvements by 2023. To get there, they are looking to eliminate friction points from the customer journey. Cognitive computing-based customer service will soon become a make-or-break factor for succeeding in any fast-paced, competitive business environment. One CMO from a utility said his company is using voice-activated chatbots to serve as advisors, reducing average “on-call time” by more than 40% in the last 12 months. By processing in real-time the content of phone calls made to a call center, as well as the caller’s underlying emotions through natural language processing and sentiment analysis, cognitive systems can guide chatbots and agents to de-escalate tense situations, resulting in higher customer retention, lower agent turnover and the insights to create a better customer experience. Response base: 1,400 senior executives Source: Cognizant Center for the Future of Work Figure 5 Workforce augmentation improves outputs across multiple dimensions Respondents were asked about the progress they expect to make by 2023 in the following areas. (The mean percent increase today and in 2023) Operational efficiency Decision making Operational effectiveness Risk management, security and regulatory compliance Customer experience Organizational agility Employee experience Sales Brand reputation Innovation Sustainability 17% 12% 11% 17% 9% 15% 8% 15% 8% 14% 8% 13% Today 2023 7% 13% 7% 13% 6% 6% 11% 10% 7% 13% 16The Work Ahead: Europe’s Digital Ambition Scales
  • 17. The Work Ahead Leaders drive outsize impacts We also identified a subset of respondents who had augmented two or more business processes with technology than all other respondents – we call this group “high augmenters.” Interestingly, these respondents report significantly higher business benefits across the board (see Figure 6), with outcomes that are four percentage points higher in all categories. They are experiencing greater improvements in decision-making, operational efficiency, risk management and security and regulatory compliance. The upshot: The more that businesses use technology to augment processes, the greater the business benefits. Imagine what this speed and efficiency could mean in your own business context. What if a bank could evaluate and approve a loan while the customer was still admiring the car in the showroom; what if the new owner had a digital wallet linked to their bank account so that when they drove out of the showroom and accelerated through the Autobahn tools and then recharged and parked, payments were automatically deducted from their wallet? What if an AI-, cloud-, 5G- and IoT- based claims solution automatically kicked in if the driver were to suffer an accident? By injecting AI into the back-, middle- and front-office processes, companies can accelerate their operational speed and their ability to derive insight into all aspects of their operations in material ways. The task for any leader is to help the workforce visualize what it means to become a modern enterprise (see Quick Take, next page). Response base: 178 high augmenters; 1,400 all respondents Source: Cognizant Center for the Future of Work Figure 6 High augmenters experience greater business benefits Respondents were asked about the progress they expect to make in the following areas with the application of advanced technologies. (Mean percent increase today and in 2023) 7% 7% 13% 12% 6% 5% 6% 11% 13% Operational efficiency Decision making Employee experience Operational effectiveness Sales Risk management, security and regulatory compliance Customer experience Brand reputation Organizational agility Sustainability Innovation 11% 17% 16% 10% 15% 6% 14% 6% 14% 7% 15% 8% High augmenters Others 10% 17The Work Ahead: Europe’s Digital Ambition Scales
  • 18. Quick Take Learn what a modern business looks like It’s time to offer an explanation – not a vision – of what a modern business is, and put it in simple black-and-white terms that everyone gets instinctively. Do this and everyone can play a part in building it. Of course, in the $20 trillion European economy, with companies operating in thousands of markets with millions of niches, the idea of one platonically ideal modern business is improbable. But there are certain high-water marks that everyone in Europe will understand – the listener experience of Spotify; the presentation layer of FT.com; the one-click technology of Amazon; the banking experience of Starling; the check-in process of Heathrow’s Terminal 5; the customer experience of Emirates; the sheer utility of Booking.com. The job of the modern business leader is to mix these inspirational cross-industry examples with ones specific to the particular race their organization is trying to win. How will people work together in a smart factory? How does a call center answer a customer query in a modern business? How does a modern business resolve a customer complaint (without lowering its net promoter score or seeing the issue disastrously flashed around the world on Twitter)? What does the office of a modern business look like, and where should it be based? How much IT infrastructure does it really need to own? The simple and painful truth is that after a decade in which the power of the digital transformation message has waned and has left some asking,“What’s beyond digital? What’s next?”, the actual answer is “digital.” Much more digital. Decades’ more digital. Digital for the rest of your working life – be you 55 or 25. Digital aimed at building and operating a modern business. The modern business that you probably don’t work in today. That you know is not long for this world. That is an OK(ish) place to work but is never going to be on the cover of a magazine. Will you, and your future employees settle for that? The Work Ahead 18The Work Ahead: Europe’s Digital Ambition Scales
  • 19. The Work Ahead Start a renaissance in skills where you work In 2016, respondents were lukewarm on the importance of decision making and innovation to business success; today, these are the top two most important skills. 19The Work Ahead: Europe’s Digital Ambition Scales
  • 20. The Work Ahead Technology is reshaping not just how European businesses work but also how they think about work. This is especially true as the lines between work and home blur (accelerated by COVID and the rise of working at home) and we seek greater meaning from work in a time of existential questioning. If machines can do more work as time goes on, and if human-kind sees itself as more than machines,then it raises the question: How do we continue to be valued and valuable? Central to answering this question is the concept of “upskilling”– of having skills and capabilities that cannot be supplied by even the smartest of machines. The apprentice system in Germany and Switzerland is a tried and tested way to train workers in the skills that employees want, but the key is knowing what skills will be required. This is clearly uppermost in the minds of European respondents. In 2016, respondents were lukewarm on the importance of decision making and innovation to business success; today, these are the top two most important skills (see Figure 7). This is reflective of the data lakes that decision-makers must wade through, with paralysis taking hold because of an inability to continuously model, simulate and recommend the “next best action.” Moreover, in a time of intense disruption and change, the ability to create new and better ways of working is regarded as paramount. In tandem,“strategic thinking” has declined in relative importance, falling from first-ranked in 2016 to the sixth most important skill today. While there will always be a need for strategic thinking in the business world,this could be a reflection that the importance of high-level,“big-picture” thinking about relatively stable and well-understood operating conditions is becoming subservient to more agile and disruptive ways of thinking and working.The world is changing faster than ever–the only response is to disrupt others before they disrupt you. Strategic thinking (69%) Selling (65%) Global operating (63%) Leadership (61%) Decision-making (60%) Innovation (60%) Analytic (60%) Customer care (56%) Social media (50%) Communication (56%) (40%) Decision-making (39%) Innovation (34%) Analytic (33%) Leadership (30%) Selling (30%) Strategic thinking (28%) Communication (27%) Customer care (27%) Interpersonal (20%) Learning IMPORTANCE Current study2016 1 2 3 4 5 6 7 8 9 10 Response base: 1,400 senior executives (current study); 800 senior executives (2016 study) Source: Cognizant Center for the Future of Work Figure 7 Skills shift from strategic thinking and selling to decision-making and innovation Respondents in our two studies were asked whether each skill was more or less important today for succeeding at work. (Percent of respondents naming each skill as more important) 20The Work Ahead: Europe’s Digital Ambition Scales
  • 21. The Work Ahead Fusing smart people with smart machines The ability of an organization and its leadership team to blend and extend the strengths of its people with the capabilities of intelligent machines will determine its digital maturity and success in fundamentally changing – and improving – how work gets done. An acute focus on the relationship between humans and machines is essential, from how the two will collaborate to how the current workforce and the business will adapt. New workflows need constructing where the most predictable, rote and repetitive activities can be handed off to machines, while humans specialize in using judgment, creativity and language. This is now the work that the modern business needs to do. A Swiss CEO of a media company reported that the company’s adoption of intelligent systems has resulted in employees being free to take on higher-value work.“Employee satisfaction is getting better, and we see employees more involved in value-add and thinking of new business ideas. Their work on routine tasks has reduced considerably.” This reconfiguration between people and machines is happening now. Think of the construction site, where digital hubs connect and empower engineers, construction workers and tradesmen through intelligent workflows and synchronized tasks and activities. Or the state-of-the-art factory floor newly festooned with sensors and algorithms sequencing intricate hand-offs between teams of people and banks of machines. Our interviews revealed big data specialists, process automation experts, security analysts, human-machine interaction designers, robotics engineers and machine learning experts will be highly valued skills for the next phase of the digital revolution. Every business needs a strategy for securing the talent and skills they’ll need moving forward. The ability of an organization and its leadership team to blend and extend the strengths of its people with the capabilities of intelligent machines will determine its digital maturity and success in fundamentally changing – and improving – how work gets done. 21The Work Ahead: Europe’s Digital Ambition Scales
  • 22. The Work Ahead Embracing the Fourth Industrial Revolution As businesses survey the wreckage of the pandemic on Europe’s economies, the region seems ready to grasp the opportunities offered by digital tools and techniques. 22The Work Ahead: Europe’s Digital Ambition Scales
  • 23. The Work Ahead The Fourth Industrial Revolution has been a siren call for Europe for years. Historically, the mandate has been muzzled as the continent continuously fails to scale its digital capabilities or falls back on its propensity to regulate. However, as businesses survey the wreckage of the pandemic on Europe’s economies, the region seems ready to grasp the opportunities offered by digital tools and techniques. Alone and in combination, technology innovations are ushering in decades of change across industries in Europe. Look around, and you’ll see Europeans increasingly living in smart cities, driving smart cars and looking to return to work in smart (and healthy) buildings. This is just the start of a modern, knowledge- intensive and digitally-oriented economy. Harnessing the forces swirling around work will deliver jobs and prosperity for decades to come. 23The Work Ahead: Europe’s Digital Ambition Scales
  • 24. The Work Ahead We commissioned Oxford Economics to design and conduct a survey of 4,000 C-suite and senior executives, 1,400 from Europe. The survey was conducted between June 2020 and August 2020 via computer-assisted telephone interviewing (CATI). Approximately one-third of the questions were identical to those asked for the 2016 Work Ahead study, allowing us to compare responses and track shifting attitudes toward technology and the future of work. Respondents come from the U.S., Canada, UK, Ireland, France, Germany, Switzerland, Benelux (Belgium, Luxemburg, Netherlands), Nordics (Denmark, Finland, Norway, Sweden), Singapore, Australia, Malaysia,Japan, China, Hong Kong, India, Saudi Arabia and UAE. They represent 14 industries, evenly distributed across banking, consumer goods, education, healthcare (including both payers and providers), information services, insurance, life sciences, manufacturing, media and entertainment, oil and gas, retail, transportation and logistics, travel and hospitality, and utilities. All respondents come from organizations with over $250 million in revenue; one-third are from organizations with between $250 million and $499 million in revenue, one-third from organizations with between $500 million and $999 million in revenue, and one-third with $1 billion or more in revenue. In addition to the quantitative survey, Oxford Economics conducted 30 in-depth interviews with executives, spread across the countries and industries surveyed. Interviewees who responded to the survey have a track record of using emerging technology to augment business processes. The conversations covered the major themes in this report, providing real-life case studies on the challenges faced by businesses and the actions they are taking, at a time when the coronavirus pandemic was spreading around the world and companies were formulating their strategic responses. The resulting insights offer a variety of perspectives on the changing future of work. Methodology 18% Germany Switzerland 4% Luxemburg 4% Ireland 4% Finland 4% 18% France 14% UK Belgium 8% Netherlands 9% Sweden 6% Norway 6% Denmark 6% Respondents by geography (Percentages may not equal 100% due to rounding) 24The Work Ahead: Europe’s Digital Ambition Scales
  • 25. The Work Ahead Euan Davis Associate Vice President, Cognizant’s Center for the Future of Work, EMEA Euan Davis leads Cognizant’s Center for the Future of Work in EMEA. A respected speaker and thinker, Euan has guided many Fortune 500 companies into the future of work with his thought-provoking research and advisory skills. Within Cognizant’s Center for the Future of Work, he helps ensure that the unit’s original research and analysis jibes with emerging business-technology trends and dynamics in Europe, and collaborates with a wide range of leading thinkers to understand how the future of work will look. Previously, Euan held senior analyst, advisory and leadership positions at Forrester Research, IDC and CEB. Euan can be reached at Euan.Davis@cognizant.com LinkedIn: linkedin.com/in/euandavis/ Twitter: @euandavis About the author 1 Klaus Schwab, The Fourth Industrial Revolution, Currency,January 2017, www.weforum.org/about/the-fourth- industrial-revolution-by-klaus-schwab/. 2 Euan Davis,“The Work Ahead: Europe’s Digital Imperative,” Cognizant, 2016, www.cognizant.com/whitepapers/the- work-ahead-europes-digital-imperative-codex2299.pdf. 3 “Lockdown, Shake Up: The New Normal for Shopping in Europe,” PwC, www.pwc.de/en/retail-and-consumer/ european-consumer-insights-series-2020-new-normal.html. 4 Janosch Delcker,“AI Decoded,” Politico, Nov. 4, 2020, www.politico.eu/newsletter/ai-decoded/politico-ai- decoded-the-age-of-algorithms-ai-in-times-of-covid-polands-gender-issue/?utm_source=POLITICO. EU&utm_campaign=f07ea6d0c1-EMAIL_CAMPAIGN_2020_11_04_09_59&utm_medium=email&utm_ term=0_10959edeb5-f07ea6d0c1-190311105. 5 Sead Fadilpasic,“IT Outsourcing Contracts with Businesses in EMEA Rose in Value by Almost Two-Thirds in Q3,” IT Pro Portal, Oct. 22, 2020, www.itproportal.com/news/it-outsourcing-contracts-see-major-rise-for-uk-firms/. 6 Natasha Lomas,“Tech-Driven Change a Key Priority for New EC President,” Tech Crunch,Jan. 7, 2020, https://techcrunch.com/2020/01/07/tech-driven-change-a-key-priority-for-new-ec- president/?guccounter=1&guce_referrer=aHR0cHM6Ly93d3cuZ29vZ2xlLmNvbS8&guce_referrer_ sig=AQAAAHDkautHI8ohNDre5ybvbqsSMUzo8G3_COvOT9Gwun3F6dlnJYtbSOjLFyKguIvlLLQV3H2OqH15Q_ mui1Vgqm0OFDwSgGtfmd83Es7UHYj1vfRSIl6Csm4K4tawTQMHq0JW_WEfA14AeO1pAWSHlgWLH126h_ zgxE2jX6NLu4s8. 7 Europe’s startups are cumulatively valued at $240 billion vs. $1.4 trillion in the U.S. and $675 billion in Asia Pacific. Surya Prakash Singh and Sparsha Mallipeddi,“Why the European Startup Scene Lags Behind the U.S. One,” Entrepreneur Europe, May 6, 2019, www.entrepreneur.com/article/331489. 8 “Worcester Bosch Launches the UK’s First 5G Factory,” Ericsson, www.ericsson.com/en/cases/2020/the-5g-factory- of-the-future. Endnotes 25The Work Ahead: Europe’s Digital Ambition Scales
  • 26. © Copyright 2021, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject to change without notice. All other trademarks mentioned herein are the property of their respective owners. Codex 6155 About Cognizant Cognizant (Nasdaq-100: CTSH) is one of the world’s leading professional services companies, transforming clients’ business, operating and technology models for the digital era. Our unique industry-based, consultative approach helps clients envision, build and run more innovative and efficient businesses. Headquartered in the U.S., Cognizant is ranked 194 on the Fortune 500 and is consistently listed among the most admired companies in the world. Learn how Cognizant helps clients lead with digital at www.cognizant.com or follow us @Cognizant. World Headquarters 500 Frank W. Burr Blvd. Teaneck, NJ 07666 USA Phone: +1 201 801 0233 Fax: +1 201 801 0243 Toll Free: +1 888 937 3277 European Headquarters 1 Kingdom Street Paddington Central London W2 6BD England Phone: +44 (0) 20 7297 7600 Fax: +44 (0) 20 7121 0102 India Operations Headquarters #5/535 Old Mahabalipuram Road Okkiyam Pettai, Thoraipakkam Chennai, 600 096 India Phone: +91 (0) 44 4209 6000 Fax: +91 (0) 44 4209 6060 APAC Headquarters 1 Changi Business Park Crescent, Plaza 8@CBP # 07-04/05/06, Tower A, Singapore 486025 Phone: + 65 6812 4051 Fax: + 65 6324 4051 About the Center for the Future of Work Cognizant’s Center for the Future of Work™ is chartered to examine how work is changing, and will change, in response to the emergence of new technologies, new business practices and new workers. The Center provides original research and analysis of work trends and dynamics, and collaborates with a wide range of business, technology and academic thinkers about what the future of work will look like as technology changes so many aspects of our working lives. For more information, visit Cognizant.com/futureofwork, or contact Ben Pring, Cognizant VP and Director of the Center for the Future of Work, at Benjamin.Pring@cognizant.com. See the full Work Ahead study series: www.cognizant.com/theworkahead