With the President’s March 13, 2017, signed Executive Order (EO), each federal agency has an opportunity to rethink its operations to improve the efficiency, effectiveness, and accountability of the organization. The guidance issued by the Office of Management and Budget (OMB) on April 12 provides additional direction to agencies, specifically around six factors to address in their plans, to include workforce reductions and cost savings. Each agency is required to submit an initial plan to OMB by June 30 with a final plan due on September 30.
Posted by Noah Rabinowitz on May 24, 2017.
As the world rapidly transforms around us, organizations have had to learn how to adapt quickly or risk falling behind, or even worse, become extinct. For example, only 12 percent of the Fortune 500 companies from 1955 are still in business, and last year alone, 26 percent fell off the list.1 During periods of disruption and change, leaders can either serve as the primary catalyst for growth, or hold companies back. One of the greatest challenges today is understanding whether the leaders you have in place are the right leaders to support transformation.
Posted by Marc Kaplan on April 18, 2017.
Culture is top of mind for leaders around the world and has become widely recognized as a competitive advantage in executing organizational strategies. Organizations need to be ready and able to adapt their culture as their strategies evolve. Deloitte research found that 86 percent of executives surveyed rate culture as “very important” or “important,” and 82 percent say “culture is a potential competitive advantage.”1 However, the same survey revealed that only 12 percent of companies believe their organizations are driving the “right” culture. This may not sound like an issue, but research shows that when culture and strategy are aligned, companies can show as much as 50 percent differential in performance,2 certainly something worth working toward.
Is there ever a time when an organization isn’t experiencing some type of change? Change leaders and corporate communicators can learn from the ways leading brands adapt to changes in society, technology, and consumer preferences while keeping customers loyal.
Posted by Christopher Cameron on January 06, 2016.
One of the trends we examined in our Global Human Capital Trends 2015 report was the need for HR to get better at keeping pace with changes in the business. With only 5 percent of survey respondents rating their organization’s HR performance as excellent, and 32 percent rating it as underperforming or “getting by,” it seems clear that many HR organizations are struggling to deliver what the business needs (see Reinventing HR: An extreme makeover). This could have been the case with the HR organization in one company we worked with —but it wasn’t. Instead, HR leaders took the opportunity afforded by the business’s dramatic turnaround to reinvent HR in similar bold fashion.
Continue reading “Re-energizing HR: One company’s journey”
Posted by Greg Livengood on May 19, 2014
A large retailer was gearing up for growth, and its call centers had to be prepared for a surge in customer demand. The company’s leadership and internal audit knew that they could not grow with their existing manual processes that lacked a clear audit trail. Today at IBM Vision 2014, we will share how Deloitte worked with the retailer to meet corporate goals with IBM’s Cognos ICM.
Posted by Brad Denny on July 22, 2013
Depending on where you work or where you live, you may already be familiar with the major shift going on in the electrical utility industry toward Smart Grid/smart metering technology. It’s a truly revolutionary change for the industry and has the potential to dramatically reduce energy usage and costs—something that should resonate as positively with customers as it does with utilities. But that hasn’t been the case.
Given sequestration and other budget pressures, we’ve seen a strong push among federal agencies to trim their real estate footprints and the associated costs. Telework—the ability for employees to do some or all of their work away from their employer’s traditional office— is the enabling factor here. When people are able to work off-site, less on-site space is required, and the square footage retained can be used more effectively to avoid paying for unused, idle space. The potential is significant—not only for monetary savings that can then be used in a more productive way to promote the mission, but also to increase employee engagement and satisfaction and to attract new talent.
Posted by Dan McHugh and Margie Painter on November 6, 2012
Today at Workday Rising, we’re co-presenting with our colleague from AIG, which is in the midst of a global, multi-year HR Transformation initiative. Our session centers around a method for improving the effectiveness of change management in large-scale transformations.
Posted by Stephen Wilesmith on June 29, 2012
When new or emerging technology drives massive changes in an industry, the tendency is to focus on the technology itself—the “thing” that will make or break an organization’s future. What’s more accurate, however, is that the technology issue is really a people issue. How stakeholders —employees, customers, regulators, the public—react to the technology, understand its benefits and are willing and able to adopt and use it is the real make-or-break factor for the organization. This is the situation utility companies are facing with the advent of smart metering—breakthrough technology whose ultimate success depends on people power.