Digital talent: Build it, use it, or lose it

Posted by
Margie Painter
and
Carlos Larracilla
on October 20, 2017.

Like it or not, digital is here, and in a few years, “being digital” will likely no longer be a competitive advantage for companies, but necessary for survival. With the dropping costs and rising adoption of AI, cognitive computing, and robotics, companies could easily be faced with applying these technologies everywhere, regardless of industry, function, or even company size. And that takes digital talent. But what does that mean? Who are these people? Where do we find them? They may not be who you think they are: digital talent is not strictly about “techies” and people who know how to use, build, or invest in new disruptive technologies.

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Is your job architecture holding you back?

Posted by Ian Dawson and Jennifer Kwech on September 15, 2017.

Structured job hierarchies with defined roles, responsibilities, reward systems, and career paths may have supported business and HR needs in the past. But with the emphasis on “employee experience,” the modern workforce is demanding greater mobility and flexibility in their careers, with more focus on team-based learning, and a greater breadth of opportunity within the organization. High-performing companies have been able to address these evolving employee demands by examining and restructuring their company’s job titles, reward programs, and career paths. The result is often a flatter, more dynamic organization.

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Why Questioning Tried and True Management Systems Is Critical to Redesigning Our Work Environments

Redesigning Our Work Environments

Posted by Matt Frost and Emily Selvin on January 23, 2014

What if everything we know about organizational design is becoming obsolete?

It’s a provocative question, and one worth considering. Technological innovations have changed our tools and how we communicate, but most organizational structures and practices remain the same.

In today’s world, a work environment that accelerates on-the-job learning is increasingly important. Organizations should take a holistic look at their work environments—including physical space, virtual interactions, and management systems. Why a holistic approach? Bolt-on talent solutions such as leadership development, training, and performance incentive programs have done little to change the 75% decline in return on assets (ROA) since 1965 for US public companies.

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