Businesses are leveraging millennials in this era of digitization. Millennials are becoming increasingly aware about innovations in technology, thus influencing the way organizations function. The new generation’s knack for keeping abreast with the latest developments in every sphere positions them as critical influencers for any business in the digital age. Their desire to seek challenges makes it a wise proposition to leverage their attitudes and skills to the best advantage of business.
According to me, self-fulfilment is very important to millennials. I, therefore, think that the opportunity for companies like SAP, for example, could really do a good job of understanding of what it takes and what matters to this new generation, and then allow them the flexibility and opportunity to create, be agile and think out of the box. More importantly, it becomes a true win-win situation where the individual as an employee or the company as an employer is able to harness the beauty of a collection of individual talent coming together.
For millennials to succeed in this global set-up, there would be two advices – number one is to really know what you want. I think knowing where you like to be and what you aspire to do and what value you want to deliver will guide you a lot in terms of the decision process. The second is to be really selective. Knowing who you are and then selecting the kind of companies that allow you to be who you are is an important lesson. One needs to find environments that allow you to be yourself.
Again for millennials who are entering the workforce, I would say two things. One is to have a voice; empower oneself before anybody else can empower you. Number two is almost quite the opposite – it is actually a great asset to be a female individual. Leverage that femininity and what is in you to be that person you want to be.
If you are thinking from the company’s perspective, of course there is no doubt that if the company is for profit you have to leave with profit. However, a company which does not have happy employees doesn’t function smoothly. I think it’s a combination of all the factors – People, Personal Reward and Profit and a balance amongst these. If the decision at hand is either to reinvest in A or invest in B as a portfolio, of course the profitability will drive it. But, if the decision is about – should we hire this leader versus the next leader, it is about – what culture we want to cultivate and therefore hire the right leader for the right position. Anything to do with technology, anything to do with maths and anything to do with analytics would be the key to a dynamic business because I think at the end of the day, that is what is coming out to be.Therefore, it is about what technology can do for us and not what we can do for technology.
All the information that we are generating right now – whether it is right here at this moment or everything around us, it is important to figure out what it is telling us. It is the insights that we get and to have that instantaneous real-time information which enables us to be proactive. Therefore, making the right decision is a big part of the promise.
Don’t think about technology, first identify what we need to achieve. Then decide on the kind of technology needed to be deployed. So here at SAP, our conversation is more about helping businesses transform as opposed to being just technology-centric. Know what it is that you care about and know what is important. Then, we go and talk to and help companies decide what might be the right technology.
It doesn’t matter today whether it is B2B as our business, or it is B2C. The individual who ultimately helps with or drives that conversation or that decision is an individual. I remember one of the prior executives from a company saying at the end of the day, “I just want companies to sell it to me.” Being that personalized for marketing in particular, the message needs to be relevant to the end-consumer.