Learning and leadership models are evolving in the digital environment

Our latest MIT SMR and Deloitte Digital study reveals a first-time uptick in digital maturity in organizations around the world

Posted by Dr. Doug Palmer on June 29, 2018.

My colleagues and I at Deloitte just completed our 2018 global study of digital trends with MIT Sloan Management Review. This is our fourth year studying the transformative impact of digital business on companies around the world. This year’s study, based on a survey of more than 4,300 business executives, managers, and analysts, shows that more companies are making the necessary changes to adapt their organizations from a traditional environment to a digital environment. As part of this process, companies are evolving how they learn and lead to successfully compete in a continually changing market.

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2018 Deloitte Global Human Capital Trends Unveiled

“The rise of the social enterprise” emphasizes the need for realignment among the C-suite to focus on business’s evolving role in society

Posted on May 9, 2018.

We were excited to debut the 2018 Deloitte Global Human Capital Trends report, The rise of the social enterprise, recently at Bersin,™ Deloitte Consulting LLP’s IMPACT conference to an enthusiastic audience of HR leaders and practitioners. Everyone in the room and beyond—with thousands more watching our first-ever livestream of the launch— got the first glimpse of this year’s trends. The trends reflect seismic changes underway as organizations are increasingly judged not only on their relationships with workers, customers, and communities, but also their impact on society at large—transforming them from business enterprises into social enterprises.

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“Leader-proof” your transformation efforts: Mind the gap

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.

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10 new trends in HR technology signal big disruptions

10 new trends in HR technology signal big disruptions

Posted by Josh Bersin on November 24, 2015.

Imagine a human resources application that runs on your phone, knows your location, and recommends people with which to network. It provides continuous onboarding and transition assistance. It also evaluates time-management aptitude to help improve productivity, automatically assess work behaviors, offer feedback on improving work-life balance, and offer on-the-job skills training. It may even share exercise and healthy eating tips where and when you need them.

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Challenge: Will HR be a hero or a victim?

Will HR be a hero or a victim

The status quo for HR isn’t encouraging — at least according to our global survey of 2500+ leaders in 90 countries:

  • Less than 8 percent of HR leaders have confidence that their teams have the skills needed to meet the challenge of today’s global environment and consistently deliver innovative programs that drive business impact.
  • Business leaders agree: 42 percent of business leaders believe their HR teams are underperforming or just getting by, compared to the 27 percent who rate HR as excellent or good when assessing HR and talent programs.

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Are you prepared to be disrupted?

Benko Disruption

Posted by Cathy Benko on May 14, 2014

In our recent Deloitte Review article, Disrupting the CHRO: Following in the CFO’s footsteps, my co-authors and I explore the transformation of the CHRO role in the era of talent scarcity — which is proving to be a bumpy road. There are a number of reasons for this: the shift in corporate value creation, for example. In the 1960s, 60 percent of value was derived from tangible assets, while today, 85 percent stems from intangibles such as intellectual property, brand, and people. This increased reliance on knowledge work is at least as important as the need for companies to attract and retain technical talent and other STEM specialists—and both imperatives are raising the stakes for CHROs.

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