Prediction 9: With analytics and digitalization taking center stage, HR still needs to stay human


Posted by Janet Clarey  January 23, 2018.

A fitness mobile app uses artificial intelligence (AI) to offer content tailored to the user’s needs and syncs with an activity tracker, too. But the best part of the app is that it connects the user to an actual human coach and a community of people who share their experiences and achievements and who encourage others to meet their fitness goals in real time. It’s the personal touch in this app that engages users and compels them to keep using it.

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Prediction 8: HR’s digitization focus will shift from automating processes to improving productivity


Posted by Christa Degnan Manning on January 22, 2018.

It’s time for HR to refocus its digitalization efforts. The long-standing focus on automating functional processes needs to be redirected toward achieving business goals. The game-changing digitalization initiatives of tomorrow will enhance employee productivity and engagement and support the need for ever-higher levels of collaboration and innovation.

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Prediction 6: Senior leaders will work on their digital acumen


Posted by Andrea Derler on January 18, 2018.

The new world of work demands more than improving the digital skills of midlevel managers. HR must now turn its attention to CEOs and other top-level executives. While research1 shows that most organizations—7 out of 10—are doing a good job tailoring programs for first-, mid-, and senior-level leaders at their company, this focus on the center has left the top of the corporate pyramid less than ready for today’s fast-changing business environment. Just one-half of these same organizations have tailored programs for executives2, leaving C-suite teams to their own devices when it comes to boosting digital capabilities.

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Prediction 2: Accelerating digital transformation will force new leadership models


Posted by Josh Bersin on January 16, 2018.

According to Deloitte’s latest research with MIT, more than 70 percent of companies today are transforming their products and services into “digital businesses.”1 This doesn’t mean they are just building apps and installing new systems. They are realizing they must transform their products and services to become more digital in nature, which in turn creates a need to be more service-centric, agile, experimental, and data-driven. Additionally, a digital transformation demands new technical skills, skills in DevOps, and skills in user design, experience design, mobile applications, and other forms of web security and infrastructure.

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Prediction 1: Agile organization models will start to go mainstream.


Posted by Josh Bersin on January 16, 2018.

Why is “agile” organization design so important in 2018? Companies are only a few years into a decades-long shift away from corporate hierarchy into a world of “company as a network.” Embracing the idea of “team at the center” and building “squads and tribes” that help keep teams aligned is a profound and different model than the one many companies use today to manage people.

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Organizing for digital maturity: Why it matters, how to start

Posted by Anthony Abbatiello, Sarah Vassy, and Nathaniel Paynter on November 2, 2017.

Digital disruption has been a true game-changer for organizations, taking many of them from a “survive and thrive” mentality to one of “evolve or die,” with companies like Blockbuster and Borders serving as well-known cautionary tales. The latest global research study by MIT Sloan Management Review and Deloitte Digital focuses on the race to digital maturity, which is proving to be a marathon rather than a sprint. The study reveals five key practices that distinguish more mature digital organizations, starting with making systemic changes in how they organize themselves.

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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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