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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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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Making on-the-job learning part of your talent strategy

on-the-job

Posted by Amy A. Titus and Josh Haims on February 3, 2015.

As work and workplaces continue to evolve, so do many employees’ expectations about what they want from their jobs. A previous model of lifetime employment with one company and aspirations of “climbing the ladder” has given way to career paths that are more fluid and lattice-like. As part of this transition, formal classroom learning often gives way to experiential, on-the-job (OTJ) learning. OTJ learning can not only be efficient and cost-effective in that it takes advantage of learning moments that arise naturally, but also strategic in that it can promote talent attraction and retention by addressing employee desires to keep developing professionally.

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HR Times Redux: Have you seen these top posts?

labor Cost Optimization

Over the past three years, HR Times has been discussing the talent-workforce-leadership-learning-organizational sphere with a broad audience of HR leaders and practitioners from business, industry, and government. We’ve looked at the trends and technologies, the challenges and risks, and the opportunities and imperatives for the future. Now we’re taking a brief look back. Here are a few of the top posts that have garnered the most attention. Did you miss any? Take a look and take away some food for thought.

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What’s on the minds of CLOs?

What’s on the minds of CLOs?

Posted by Amy A. Titus and Josh Haims on December 3, 2013

Through our work and discussion with well over a hundred Chief Learning Officers (CLOs), we’ve observed their increasing interest in understanding the many moving forces that are impacting the marketplace and workplace on a global level. There’s a sense that CLOs, like the world around them, are in motion. We examine five forces below that are contributing to this concept of moving forces.

Reconciling global and local
We’re seeing a new urgency around a conversation that’s been ongoing for several years — the topic is how to organize and scale learning operations to support the global enterprise; the urgency is around knowing what actually works. How are companies achieving consistency across the enterprise but still allowing flexibility for certain regions, businesses, or disciplines? It’s a far more strategic conversation today about the complex process of building and sustaining a workable, agile learning operation.

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