As the world becomes increasingly interconnected, cyber is getting bigger, and it’s moving in multiple dimensions across multiple disciplines—beyond an organization’s walls and IT environments and into the products it creates, the factories where it makes them, the spaces where its employees conceive them, and where its customers use them. Cyber is at the center of digital transformation.
COVID-19 has created a massive shift in the way works get done. As companies flex in this time of extreme disruption and uncertainty, the actions taken will alter business as usual. Companies that are not adaptable or able to react quickly risk falling short during this critical time for their employees and communities. If leaders cannot pivot effectively, organizations further risk being able to recover and thrive as companies collectively enter the “new normal.”
Posted by Josh Haims on April 14, 2020.
16 Hours That Made a Difference: Lessons Learned on Pivoting a Live Executive Forum into a Compelling Virtual Experience
Deloitte’s 9th annual Workforce Innovation Forum (previously the Chief Learning Officer Forum) was converted from an in-person to a virtual event as a response to the evolving COVID-19 crisis. All within the span of 16 hours. The Forum team had an opportunity to sit down (virtually!) with Deloitte Consulting LLP Principal and Forum Co-Dean, Josh Haims, to reflect on this high-stake transformational experience.
With multiple generations working together and virtual connectivity to talent across the globe, today’s workforce is more diverse than ever. Organizations have much to gain from tapping into this diversity of experience and perspectives. However, 9 out of 10 organizations we surveyed struggle to create an inclusive culture that leverages the power of that diversity to benefit the organization, the workforce, and customers.1
The coronavirus outbreak is resulting in an ever-increasing list of companies, conferences and other engagements to turn to remote learning. For some organizations that already leverage remote learning, this may not be a significant change. But for others whose rely on face-to-face collaboration, in-person knowledge sharing, or management by proximity, providing learning opportunities virtually may not come naturally.
The impact that COVID-19 has had on peoples’ lives and work in recent days has been precipitous and significant. As organizations rise to meet the challenges associated with this disruption, one powerful strategy they can employ is leveraging the capabilities of digital learning technologies to enhance new ways of working and support business continuity by providing an engaging alternative to in-person programs.
For many, cloud is no longer an option—it is becoming inevitable. But cloud strategies differ broadly based on the context of your organization. Organizations considering a move to cloud computing may need to embrace a different approach, and failing to establish a plan and framework for deployment may lead to challenging implementations. Drivers such as deployment planning, risk tolerance, and the way companies do business tend to predict your organization’s implementation pace and scope, as well as the technologies you need. Yet cloud strategies may not account for an organization’s cloud maturity level after deployment. When we talk about cloud maturity, we are trying to understand what organizations are doing after deployment.
Last week, Cornerstone OnDemand announced that it’s acquiring Saba.1 This will bring together two of the largest companies in the learning and talent space and create one of the largest cloud-based providers in business software applications overall. The acquisition is further evidence of heightened urgency around addressing workforce skills needs and elevating workforce talent experience. This urgency is contributing to more market opportunity, more competition, and more excitement for talent-related technologies.
Are you acting with bias? You could find out by taking the Implicit Association Test1, a social psychology method of measuring the strength of associations that people have between concepts as well as evaluations and stereotypes.2 Many people have used this test to identify their natural tendencies of bias.
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. 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.