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.
Amid efforts to emphasize inclusion in addition to diversity, many corporations have struggled to accurately track and measure the sometimes-ambiguous concept of “inclusion.” Diversity—often measured via individuals’ self-reported identities and shared via pie charts and bar graphs—has for decades served as a straightforward metric for companies to assess what they have called “D&I” (or diversity and inclusion) efforts. In reality, point-in-time or longitudinal demographic data are largely only indications of diversity, not inclusion—not to mention that such data typically only includes percentages of a workforce who identify as a specific gender identity (male, female, or nonbinary) and race or ethnicity (for example, Latinx or Black/African American), let alone everyone else. However, assessing progress around inclusion has shown to be more difficult.
Optimizing managerial spans and layers can help you find the right balance
The speed of digital and market disruption is putting many businesses under tremendous pressure to improve how they operate, compete, and grow. S&P longevity is getting shorter: If current and forecasted rates hold true, nearly 50 percent of the current S&P 500 will be replaced over the next 10 years.1 Deloitte’s Human Capital Trends insights over the last few years also point to organizations struggling to cope: