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.
Part 2: Unlocking critical capabilities in supply chain through an operating model transformation
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.
Insights from IMPACT posted on April 19, 2019
Not many conference keynote sessions begin with a video of a toddler at play, but this was the closing session of IMPACT 2019—the unexpected is to be expected. The speaker, Neel Doshi, used the video to kick off his entertaining and thought-provoking exploration of high-performance cultures, which is the subject of the bestselling book he coauthored with Lindsay McGregor, Primed to Perform: How to Build the Highest Performing Cultures Through the Science of Total Motivation. Doshi and McGregor are also cofounders of Vega Factor, a company that helps organizations build high-performing, adaptive cultures.
Insights from IMPACT posted on April 19, 2019
In a Day 2 IMPACT session that tackled the thorny topic of how humans and technology can work together, Pete DeBellis, vice president, total rewards research leader, Bersin™, Deloitte Consulting LLP, started the discussion by talking about the humanistic workplace. He defined it as one in which workers are appreciated as human beings to be respected, valued, and developed—not resources to be managed and deployed. The humanistic workplace is characterized by respect for the dignity of individuals, a nuanced understanding of the various stakeholders of a modern organization, and acceptance of the organization’s role as a social enterprise.