Being smart about being digital

Posted by Vijay Krishnan and Jeffery Hall on November 25, 2019. In today’s ever-changing, connected, and digital world, organizations are constantly challenged to transform the way they operate and do business. Annual churn in the list of Fortune 500 companies shows that even seemingly solid business models can fracture.1 Businesses and customers today expect a high level of digitalization from the organizations they interact with, and “being digital” has become essential to staying relevant. To become digital enterprises, many organizations look to transform their technology business models, operating models, and their interactions with a goal of fully integrating digital into all aspects of the business. However, some organizations do this better than others.
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On the road to digital maturity: The way of the agile master

Posted by Shannon Murtha, and Akhand Singh on July 1, 2019.

More than ever, organizations are embracing digital transformation, focusing on increasing agility across processes, operations, and technologies. Our 2016 survey on technology implementations revealed that over 80 percent of the 550 companies responded were already operating on both agile and traditional waterfall methods while only 16 percent had not applied agile.1 Highly mature agile organizations, which are those using agile methods for all IT projects, have all seen significant improvements in quality, speed, risk reduction, and ROI. But for organizations to truly embrace agile requires very different organizational structures. Organizations must be prepared to not just transform their IT or I&O (infrastructure and operations) departments, but also transform their entire organization, from culture to governance to operations.
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Learning and leadership models are evolving in the digital environment

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.

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Digital talent: Build it, use it, or lose it

Posted by
Margie Painter
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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How HR and business leaders can support digital transformation

How HR and business leaders can support digital transformation

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.

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