How to unleash the human potential of your workforce for the future

Posted by Colleen Bordeaux on January 17, 2020. 

The future of work is already here, and by now you’ve likely heard about the fourth industrial revolution—where up to an estimated 25 percent of US jobs are at “high risk” of automation, since 70 percent or more of their tasks could be done by machines.[1] Leaders across industries are reimagining their workforce models to differentiate how they can use technology, expanded work settings, and alternative talent to better serve market needs and attract top talent.

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Transforming the supply chain for health care providers Part 2

Part 2: Unlocking critical capabilities in supply chain through an operating model transformation

Posted by Eileen Radis, Lynn Gonsor, Paul Atkins, and Kurt Banas on January 15, 2020. 

In Part 1 of our series, we looked at how supply chain is rapidly becoming a key strategic function across the health care provider ecosystem. Today, we discuss unlocking critical capabilities in the supply chain through an operating model transformation.

Only 38 percent of executives say they are very or extremely confident that their supply chain organization has the capabilities it needs today.[i] This fact is garnering significant attention in the health care sector, as more business leaders begin to understand the strategic significance of supply chain as a powerful way to impact the bottom line and prepare for the Future of Work. As a result, savvy supply chain executives should be focused on developing high-performing, adaptable teams to be able to create and deliver more-advanced supply chain capabilities and drive value. This often requires reorganizing the function from the top down through an operating model transformation, which we loosely define as ensuring the right skills, in the right place, in the right amounts, at the right time. Basically, you can’t drive innovative and leading-edge approaches through ineffective decision rights, structures that are dated, and a view of supply chain that is merely transactional.

To provide executives with an overview of what a supply chain operating model transformation might entail, this post touches on three topics: (1) supply chain capabilities needed in the future, (2) operating model components that should be considered in times of transformation, and (3) the factors that can  make a supply chain transformation achieve the expected results.


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What powers Exponential Professionals? Exponential technologies

Posted by Darryl Wagner, Sourabh Garg, and Callum Humphrey on January 10, 2020. As the writer Elbert Hubbard once said, “One machine can do the work of 50 ordinary men. No machine can do the work of one extraordinary man.”1 Your company may be filled with dozens, hundreds, or even thousands of professionals with extraordinary potential, but they are often spending their time doing mundane, time-consuming tasks when they should be applying their potential to higher-level, human cognition challenges. Exponential technology makes that leap possible, creating the opportunity to transfer the “machine work” to machines and augment and expand the role of the professional.
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Knowledge management: Managing multigenerational needs

Posted by Inbal Namir, Stav Agmon, and Jill T. Perkins on December 19, 2019. In this era of longevity, where average global life expectancy has rocketed from 53 years in 1960 to 72 years in 2015,1 employees are finding the need and preference to stay in the workforce beyond the “traditional” retirement age, developing secondary careers and moving through careers and roles. Hence, the workforce of today is composed of four generations, including baby boomers, Gen X, millennials, and Gen Z working together. This challenges organizations, as they must facilitate knowledge transfer within a multigenerational workforce to stay competitive.
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Transforming the supply chain for health care providers

Part 1: Making sense of a complex web

Posted by Eileen Radis, Paul Atkins, and Kurt Banas on December 17, 2019. Supply chain is rapidly becoming a key strategic function across the health care provider ecosystem,  with a seat at the C-suite table. Providers increasingly recognize that an effective and efficient supply chain can improve the quality of care delivered to patients and generate significant cost savings for their organization. And they can see that trends such as cloud Enterprise Resource Planning (ERP), automation, and analytics are driving how supply chain is evolving and how this can generate even more benefits. In this series, we’ll look at how health care providers can tackle the challenges associated with supply chain transformation, starting with why an all-in approach that accounts for the supply chain’s many interdependencies is essential. Continue reading “Transforming the supply chain for health care providers”

5 lessons to launch inclusion

Posted by Kathi Enderes and Nehal Nangia on December 17, 2019.

Deloitte research shows that in the last five years, urgency around diversity and inclusion (D&I) has increased by 53 percent.1 The workforce is becoming increasingly diverse, and the business case for the impact of D&I on critical business and talent outcomes (e.g., higher productivity, profitability, and customer satisfaction) has been established.2 But despite several decades of having D&I initiatives in place, close to 40 percent of organizations reported that they don’t attain the anticipated value from their efforts in this area.3 What can organizations do to address this?
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Prediction: Organizations will use virtual work and workforce development to improve the performance and productivity of people and teams

Posted by Chris Havrilla and Matthew Shannon on December 12, 2019.

The realities of tomorrow’s workforce will require organizations to be more flexible in enabling the execution of work—wherever it needs to happen. Organizations are already working on their ability to build a distributed workforce, whether to tap into talent pools that live far from existing operations or to entice a population of nomadic workers who prefer to work with more flexibility. This need will intensify in 2020 in response to reduced budgets and geopolitical uncertainties that make it harder to move talent around the globe.
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Prediction: Organizations will use internal talent marketplaces to unleash talent mobility

Posted by Kathi Enderes, Erin Spencer, and Charu Ratnu on December 10, 2019.

Talent mobility is a priority for most organizations—76 percent of companies that participated in the 2019 Deloitte Human Capital Trends survey described the issue as important or very important.1 That’s no surprise: unemployment in the United States is currently at record lows, and the number of open positions exceeds the number of unemployed workers.2 As a result, many organizations are looking for new ways to meet their talent needs. Moving forward, we predict that internal mobility will take on greater prominence for companies, leapfrogging the recruitment of external candidates as a talent source. Internal talent marketplaces will play a key role in enabling that mobility by helping people find opportunities within their organizations more easily and fostering more agile skill development and team-building.
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