SaaS sustainability starts with a solid business case

Posted by Gary Cole, Tauna Jecmen, Christa Manning, and Marty Marchetti on May 25, 2018.

Moving from on-premises solutions to SaaS in the cloud is supposed to remove much of the burden of keeping up with the latest technological advancements, while benefiting from continuous innovation. The business case for moving to SaaS has typically been that organizations save money, time, and headcount because the SaaS provider does the heavy lifting of managing the infrastructure and upgrades. But is that how it actually pans out in practice? The answer could depend on how thoroughly the business case was prepared before making the SaaS decision.

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Transition vs. Transform: Using M&A as a catalyst for HR transformation

Posted by Tom Joseph, Matt Usdin, and Kyle Forrest on March 29, 2018.

A merger, acquisition, or divestiture (M&A) is typically viewed primarily as a means of transforming the front office to achieve revenue synergies or unlocking cost synergies through the size and scale of a new business. But there’s another, often missed opportunity that could be just as powerful: using M&A as a catalyst to launch the HR function onto a new path. It’s a chance to take advantage of disruptive business and workforce dynamics and transform HR into an organization that creates and delivers sustainable value, even in the face of disruption.

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Elevating HR Capabilities for Sustained Business Impact

Posted by Arthur Mazor, and Gary Johnsen on March 13, 2018.

Organization performance, at its core, is about using your enterprise’s assets to maximize its potential to achieve goals. The current age of disruption presents new challenges, where forces have already dramatically impacted the talent landscape, likely disrupting your business model and radically changing when, where, and how work is done and who does it. Current HR capabilities may no longer be adequate for sustained performance in this disruptive, dynamic, and digital business and workplace environment. It’s time for a refresh.

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One Size Does Not Fit All for Business HR

Posted by Arthur MazorJoanne Stephane, and Gary Johnsen on January 4, 2018.

Across industries, organizations know that a “one-size-fits-all” approach doesn’t always hit the mark with their customers. Customers are increasingly expecting personalization in their interactions with the companies from which they buy products and services. Delivering a fit-for-purpose experience requires organizations to both understand customer needs and apply a collection of capabilities with specialized knowledge to truly deliver against customer needs.

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A true HR strategy is about more than HR

Elevating HR’s role to drive a sustainable business future

Posted by Arthur Mazor, Amy Sobey and Ken Kunkleman on November 15, 2017.

Despite HR’s evolution over the past 20 years, HR is not consistently creating sustainable business value for organizations. Only 20 percent of business executives believe HR is adequately planning for their companies’ future talent needs1. And, only 22 percent feel confident that their organization is adapting well to employees’ needs. Coupled with workplace and workforce disruptions, the challenge to HR is clear: step it up, or you could lose your seat at the table.

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Organizing for digital maturity: Why it matters, how to start

Posted by Anthony Abbatiello, Sarah Vassy, and Nathaniel Paynter on November 2, 2017.

Digital disruption has been a true game-changer for organizations, taking many of them from a “survive and thrive” mentality to one of “evolve or die,” with companies like Blockbuster and Borders serving as well-known cautionary tales. The latest global research study by MIT Sloan Management Review and Deloitte Digital focuses on the race to digital maturity, which is proving to be a marathon rather than a sprint. The study reveals five key practices that distinguish more mature digital organizations, starting with making systemic changes in how they organize themselves.

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High-impact operating model design in action

Part 3: Putting behaviors at the forefront

Posted by
Tiffany McDowell
,  Uzair Qadeer, and Julia Rudansky on October 18, 2017.

By understanding how behaviors are both a crucial input and output of operating model design, organizations can effectively navigate the ever-changing market waters and create tomorrow’s customer-centric organization. In this series, we’ve discussed how a behavior-focused operating model can help reduce risk in business transformations, and ways operating model design influences behaviors (and vice versa). But, of course, knowing that behaviors are a crucial input and output of operating model design is only half the battle. How organizations put this thinking into practice is also essential to ensure the operating model does its intended job and drives the organization. In our final post, we look at this “how-to.”

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