Digital Commercialization: Transforming Work Trends for 2024

In addition to its commitment to creating and developing chemical innovations to enhance competitiveness across all industrial sectors and advance a society towards sustainability or a low-carbon society, SCGC continuously supports and promotes the potential of every employee. This approach aims to empower employees to apply their skills effectively in their work, aligning with the dynamic changes of the modern world.

One of the key methods SCGC employs to enhance the skills of its workforce is the job rotation program. This initiative offers employees opportunities to try new tasks, allowing them to discover their strengths and excel in areas where they can excel. This approach enables employees to fully showcase their potential quickly and effectively, creating a lasting impact on the company. In the following interview, SCGC introduces Hiranrat “Chill” Ketcharung, Assistant Manager of Digital Commercialization, who has experienced firsthand the benefits of “Job Rotation - Skills Enhancement.”

Question: What was the driving force behind your decision to pursue job rotation, and where did it come from?

The key motivation for my decision to participate in the company’s job rotation program is my family. My parents are getting older, and they live in Bangkok, which has made me want to spend as much time as possible with them. When I learned that SCGC provides opportunities for employees to rotate roles, allowing them to build on their existing knowledge and expertise, I felt encouraged. I have a background in chemical production, a specialized field, and have always had a strong interest in digital technology, Artificial Intelligence (AI), and investment. At the same time, the Digital Commercialization team was looking to expand, so I applied and was selected to join the team.

I have been able to apply this digital expertise within the Digital Commercialization team, as it enabled me to quickly grasp production processes. Additionally, I serve as a coordinator between the digital team and the production team, facilitating a stronger mutual understanding. The communication skills developed from collaborating with engineers and operational staff on the ground have also been beneficial in engaging with SCGC’s external clients effectively.

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Question: What challenges have you encountered in the digital role, and how did you overcome them?

The most significant challenge I faced while working in the digital unit was adjusting my mindset and approach to work. The digital unit provided me with opportunities to experiment with new tasks, trying things I had never done before. Even if the outcomes did not align with the initial plan, the team encouraged me to try first, reflect on the lessons learned, and explore how to apply these experiences to future projects. This required a faster pace of adaptation compared to my previous role in the factory, where any task undertaken required a comprehensive, precautionary approach to minimize the potential for damage. In other words, factory work is more structured and defined. However, I understand that such thorough analysis is essential in a factory setting because any incident could affect both assets and the lives of those working on-site, potentially impacting the surrounding community as well. All in all, each role has its own set of responsibilities that must be performed to the highest standard within its specific context. Ultimately, it is up to us to adapt quickly, keep an open mind to learning new things, and excel in the tasks at hand.

Question: What is your perspective on the path in the digital role, and how have you planned for development?

When I first transitioned into the digital role, the unit was named Digital Capability & Innovation. The focus was on supporting and nurturing startups in which SCGC had invested and assisting SCGC’s external clients who faced digital challenges or sought innovative digital solutions for their businesses.

However, the unit has since been rebranded to Digital Commercialization, broadening the objective to include promoting SCGC’s Digital Solutions to clients while generating additional revenue through these sales. Annual sales targets have also been established, so my role has shifted from primarily supporting clients without a profit motive to incorporating a service fee structure. As a result, I have had to develop skills in sales and customer management, with strong support from my team and TPE’s sales unit. I am also taking courses to improve communication skills, including pitching and persuasive speaking techniques that create a positive impression and encourage clients to purchase our solutions.

I believe that combining these speaking skills with my factory experience positions me well to advance in this field. Most of the clients I meet are in plastic production or chemical manufacturing, allowing me to understand their issues thoroughly. In the future, I aim to become an expert in delivering digital solutions tailored to manufacturing clients for SCGC.

Question: What advice would you give to those interested in job rotation?

For those interested in job rotation or switching roles to enhance skills, I believe that mindset is crucial. It is essential to think of oneself as capable of always learning and embodying a growth mindset. This means not remaining static and being ready to adapt quickly. Once we adopt this mindset, we should set clear goals about the skills required in the new role we are pursuing so that we can prepare in advance by studying and acquiring relevant knowledge before starting the job. However, it is important to balance this dedication with a healthy work-life balance, ensuring it does not excessively disrupt personal time.

Finally, having an open attitude and viewing job rotation as a valuable growth opportunity are key. Listening to feedback from colleagues and clients without bias fosters positive relationships both within the workplace and with external networks. This approach ultimately leads to successful, fulfilling work experiences.

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