Mission, meaning, and Millennials

Mission, meaning, and Millennials

Posted by Sonny Chheng and Alyson Daichendt on April 6, 2017.

People need meaning and purpose in their lives to do worthwhile things. Why we do what we do, and what good it creates, are essential parts of being human. This also holds true for our lives at work. The corporate mission is not just for show—mission statements matter. When well-articulated and intentionally activated, they enable us to sit inside a nest of meaning that helps motivate us to work toward something worthwhile. If the mission is just about making money, it is not deeply meaningful.

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Even when the numbers add up, culture clashes can erode M&A value

Even when the numbers add up, culture clashes can erode M&A value
Posted by Sarah Hindley on December 20, 2016.

  • Differences in decision-making approaches and employment philosophies between an American acquirer and its Japanese acquisition keep integration planning in limbo for months.
  • The merger of two American companies with similar interests seems like it should be rather seamless—except that the target company has a significant workforce population in Germany. As integration work begins, differences in communication and collaboration styles soon surface, hindering the two companies’ ability to work together to realize deal value.

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The chicken or the egg

Does culture create a leader, or can a leader create culture?

The chicken or the egg
Posted by Anthony Abbatiello on October 07, 2016.

What came first, the chicken or the egg? That question may be as old as time itself.

At Deloitte, we’re pondering a modern version of that question. Does the leader create the culture or does the culture create the leader? Taking that a step further, what’s the cost to an organization’s culture if the leader is a “bad” egg? Culture is a system of values, beliefs, and behaviors that shape how real work gets done in an organization. When organizational culture is aligned to business strategy, the workforce will act and behave in ways that support the achievement of business goals. It’s the leaders’ duty to uphold the values and beliefs of the organization’s culture through their actions and decisions. This, in turn, enables the execution of strategy.
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Engaging the workforce

Getting past once-and-done measurement surveys to achieve always-on listening and meaningful response

Engaging the workforce
Posted by Alyson Daichendt on September 15, 2016.

More than 8 in 10 (85 percent) of the executives responding to our Global Human Capital Trends 2016 survey rated engagement as an important (38 percent) or very important (48 percent) priority for their companies. But company actions regarding engagement don’t always support that level of importance. Just over half of the respondents (64 percent) say they are measuring employee engagement once a year, and a surprising number—nearly one in five (18 percent)—said their companies don’t formally measure employee engagement at all. As the workforce and its expectations about work evolve rapidly, employers should start treating engagement as the business-critical issue it is.

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Culture vs. Engagement

Avoiding the runaway strategy bus (or getting it under control before it crashes)

Culture vs. Engagement

Posted by Alyson Daichendt on August 23, 2016.

We’re having a #TBT moment, thinking about the classic ’90s movie, Speed. You remember it—there’s a runaway bus that can’t drop below 50 mph or it will explode AND the driver is critically injured—dun dun dun…. Cue Keanu Reeves and Sandra Bullock jumping in and guiding the bus safely through traffic while diffusing the bomb and saving the day. What brought this to mind (other than a recent TV movie marathon on a rainy Sunday afternoon)? It’s a situation we see play out repeatedly in the workplace.

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Designing the fabric of the new organization: 5 keys to success


Posted by Josh Bersin on April 26, 2016

I hope you’ve had a chance to dig into this year’s Deloitte Global Human Capital Trends 2016 report. The theme is The new organization: Different by design, reflecting this year’s No. 1 trend, cited by 92 Percent of respondents: the need to redesign our organizations and the way we get work done. The shift we clearly see is a move toward a new organizational model, one we call a “network of teams.” Your company might look like a hierarchy on the org chart, but in reality people operate in teams (sales teams, product teams, service teams, etc.), and the teams work with each other, often communicating transparently, sharing information, plans, and results.

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New Research: Changing business structure, dynamic roles, and new models of leadership top the Global Human Capital Trends for 2016


Posted by Josh Bersin on March 02, 2016

The new digital world of work is shaking the foundation of the world’s organizations: one of the biggest challenges companies now have is the need to fundamentally change the way they are structured.

This month we are launching our largest-ever study of talent challenges in business, the Deloitte Global Human Capital Trends 2016. More than 7,000 companies around the world took the time to answer our survey, and the findings were striking. While nearly every talent challenge from last year became more acute, the No. 1 topic on people’s minds is now “how do I organize my company to effectively meet the digital demands of today?”

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Managing talent in a post-M&A world

Managing talent in a post-M&A world

Posted by Elaine Loo and Heiko Dorenwendt on December 3, 2015.

If it isn’t broken, don’t fix it. Or so the old saying goes.

In the breakneck world of mergers, acquisitions, and consolidations in life sciences and health care, businesses are often bought or absorbed not because they are broken but because they are thriving and leaving their mark in a key targeted segment of the marketplace.

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