Creating the exponential professional

This post is the third in a three-part series on the exponential professional, focused on how professionals, organizations, and regulatory bodies can bridge the gap between the professional of today and the exponential professional of tomorrow.

Posted by Darryl Wagner, and Caroline Bennet on April 10, 2018.

John, a property insurance underwriter, reviews satellite images and property data identified as a potential significant risk by cognitive technologies. Jane, an actuary employed by an insurance company, reviews a financial report produced by a bot and ponders how the company should respond to the increased claim costs highlighted in the report. John and Jane are exponential professionals who are employed in a future workplace transformed by rapidly developing technology. Such professionals rely heavily on deliverables produced by cognitive technology, and augment that technology with their uniquely human skill sets.

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Responsibilities of the exponential professional

This post is the second in a three-part series on the exponential professional, focused on the expectations and responsibilities of the exponential professional.

Posted by Darryl Wagner, and Caroline Bennet on March 21, 2018.

HR professionals use virtual reality to facilitate employee training and increase retention. Sports reporters use natural language generators to automatically recap games and to highlight interesting statistics. Actuaries use cognitive computing to automatically evaluate data, compute results, and predict new patterns. Professionals across many industries engage employers in alternative work arrangements through the gig economy. This future of work is rapidly becoming reality as technology develops exponentially. Exponential professionals are those who capitalize on the shifting workplace by embracing new technology, leave behind traditional automatable tasks, and apply their uniquely human skill set to more high-value, strategic roles.

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The rise of the exponential professional

This post is the first in a three-part series on the exponential professional, focused on ways exponential technological growth might impact professionals in the workplace of the future.

Posted by Darryl Wagner and Caroline Bennet on March 1, 2018.

AI. Automation. Machine Learning. Natural Language Processing & Generation. New technology is rapidly disrupting and transforming the nature of work and the identity of professions by enabling humans and machines to work together, side by side. A new breed of professional is rising to navigate this shifting landscape by embracing technology, leaving behind traditional tasks, and applying a uniquely human skill set to focus on higher-value, strategic roles. Enter the exponential professional.

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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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High-impact operating model design in action

Part 2: Realizing the ultimate influencer

Posted by Tiffany McDowell, Uzair Qadeer and Julia Rudansky on September 29, 2017.

In part one of our three-part series on designing operating models for high impact, we looked at the role of operating model design in driving and supporting the behaviors necessary for a desired business outcome. Here we look at examples of how operating models influence behavior and where the discussion of behaviors fits in the design process.

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High-impact operating model design in action

Part 1: Reducing the risk of a failed transformation

Posted by Tiffany McDowell,  Uzair Qadeer, and Julia Rudansky on September 20, 2017.

Influential and instrumental, operating models are a vital link connecting business vision to an organization’s design and ultimately to a company’s success or failure. In a truly remarkable way, operating model design acts as connective tissue between theory and reality. Yet effective operating model design tends to remain one of the least understood organizational topics and continues to evade armies of sophisticated professionals. In the first of our three-part series on high-impact operating model design, we look at the (often overlooked) role of operating models in achieving business transformation, particularly their role in enabling and supporting desired behaviors.

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The HR cognitive advantage

The HR cognitive advantage

Posted by Rajesh Attra and Greg Vert on May 12, 2017.

In our first post on this topic, we addressed the question: Can robots replace HR? While the answer is “not entirely,” there is no doubt this technology represents both a significant disruptor and opportunity for HR. To back it up, our team has spent the last couple months working with early adopter clients and deploying internal Deloitte pilots to better understand the potential of robotics and cognitive solutions within the HR function. Our experience to date indicates there are three primary capabilities where digital options should be considered to supplement and augment the human talent in HR.

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