State-of-the-Art Technology Practices in Corporate Communications and Global Talent Operations – Building and Activating a Cognitive Enterprise (NTT Communications Case Study)

Abstract

The early 2000s brought over an intrinsic change in the way businesses operate. Many organizations experienced a fundamental transformation in the way people connect, work and co-create value for the business and the wider scope of stakeholders. This transformation was supported by the rapid development and implementation of collaborative technology, as well as by a major metamorphosis of working styles: remote work (tele-work), alternative employment, dual carriers (double employment) and many others. Corporate Japan has also experienced a major shift from the traditional physical office-based, life-time employment to a wide variety of working agreements and collaboration styles. This paper analyzes how digital technology has eased cross-divisional collaboration and value co-creation at NTT Communications, a subsidiary of Nippon Telegraph and Telephone (NTT) Corporation, the largest telecommunications company in Japan.

Keywords

• talent
• enterprise 2.0
• deep learning
• agile
• innovation
• operations
• hr
• technology
• cognitive
• organization
• industry 4.0
• japan