Talent-Technology Face-Off in the Age of Digital Transformation
M.V.N. Naga Lakshmi1, T. Vijayakumar2, Y.V.N. Sai Sricharan3

1Naga Lakshmi M. V. N., SRM School of Management, SRM Institute of Science and Technology, Kattankulattur (Tamil Nadu), India.
2Dr. T. Vijayakumar, SRM School of Management, SRM Institute of Science and Technology, Kattankulattur (Tamil Nadu), India.
3Sai Sricharan Y.V.N., Verizon Data Services India Limited, Hyderabad (Telangana), India.

Manuscript received on 18 April 2019 | Revised Manuscript received on 25 April 2019 | Manuscript published on 30 April 2019 | PP: 1650-1655 | Volume-8 Issue-4, April 2019 | Retrieval Number: D6762048419/19©BEIESP
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© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)

Abstract: The Shared Services model that has been operating as a service delivery unit offering support functions is fast evolving to that of a value creating partner cutting across functions, verticals and industries. The aggressive adoption of technology has paved the way for the digital metamorphosis of business systems and processes and in the evolution of next generation Shared Services Organization. While digital transformation is about adopting technology to achieve business objectives, its success depends essentially on the talent pool that drives such transformations. What is the current research about? The current research paper attempts to understand the technology-talent conundrum in the context of digital transformation in organizations. How was the research conducted? An empirical-analytical study was conducted by adopting quantitative and qualitative research techniques. The findings have been reported based on the content analysis of primary data strongly supported by the theoretical framework that is derived from the related proven theories. What is the relevance of the research? The digital disruption brought along with it the unprecedented demand for skilled workforce who form the core of Shared Service Organizations. The need to address the challenges related to the gap between the available and required talent, skill and capabilities of the Shared Service Organizations has assumed utmost strategic importance. Also, the contribution of empirical findings to a nascent field of academic study lends importance to the study. What are the key findings? Technology moved up the ladder from being an enabler to being central and critical to business success; traditional siloed ways of working restrict organizational agility; leveraging Centres of Expertise by developing new competencies to look at growth opportunities; organizational culture that values talent and fosters collaboration is critical for success in digital transformation. Further, the current paper attempts to review talent related challenges faced by Shared Service Organizations and the possible measures to close or minimize the skill gaps thus ensuring success of the next generation Shared Services Organizations in the digital era.
Keywords: Digital Transformation, Disruption, Shared Services, Talent, Technology

Scope of the Article: Aggregation, Integration, and Transformation