For the first time in history, technology is pervasive enough and cheap enough that everyone is using it with little or no learning curve. So how can businesses adapt and keep up? Deloitte Digital is talking Digital DNA with our resident experts.
Our latest MIT SMR and Deloitte Digital study reveals a first-time uptick in digital maturity in organizations around the world
Posted by Dr. Doug Palmer on June 29, 2018.
My colleagues and I at Deloitte just completed our 2018 global study of digital trends with MIT Sloan Management Review. This is our fourth year studying the transformative impact of digital business on companies around the world. This year’s study, based on a survey of more than 4,300 business executives, managers, and analysts, shows that more companies are making the necessary changes to adapt their organizations from a traditional environment to a digital environment. As part of this process, companies are evolving how they learn and lead to successfully compete in a continually changing market.
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.
Posted by Doug Palmer on August 5, 2015.
It might be tempting to think your organization’s digital adoption and level of digital sophistication is mostly outside the realm of HR. But new research by MIT Sloan Management Review and Deloitte Digital (Strategy, not technology, drives digital transformation: Becoming a digitally mature enterprise) highlights several reasons why this isn’t the case. The study indicates that how adept businesses are at leveraging digital technologies to transform processes, talent engagement, and business models isn’t as much about technology as it is about strategy, culture, leadership, learning, and talent—all areas within HR’s influence.