4 practices that design tomorrow’s companies today

Posted by David Mallon and Timothy Davis on September 25, 2019.

Change is at the forefront of the current business landscape—from broader changes in society and technology to shifts in how leaders need to operate and how talent is retained. As business leaders embark on designing the organization of the future, it’s more critical than ever for them to consider business strategies that keep innovation, flexibility, adaptability, and efficiency at the core. Our High-Impact Organization Design study1 identified areas in which organizations are reinventing themselves, and we explored them in our recently published findings article, Six Top Findings for Designing Tomorrow’s Companies Today.2 In this blog post, we highlight four practices companies executing successful organization design efforts typically use to help combat today’s turbulent times.
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Why workforce transformation is critical to the future of work

Posted by Kathi Enderes and Mike Kemp on September 24, 2019.

Expansions in technology, global connectedness, and changing workforce and customer expectations are presenting new opportunities for organizations. But expansion typically brings disruption, as well as pressures and confusion on how to best cope with change. These changes are bringing about the future of work, with accompanying implications for work itself, the people doing the work, and where the work is done. Traditional concepts of talent management and workforce planning only partially address the situation of rapid change. The new world of work requires a holistic, agile, and responsive approach—one that continuously rethinks work, the workforce, and the workplace to accomplish a balanced set of outcomes. The time to understand and implement that approach is now.
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Reimagining work for the Future of Work: From jobs to superjobs

Part 1: The Why

Posted by Arthur Mazor and Kathi Enderes on August 14, 2019.

Like the industrial machines, computers, and electronics that came before them, automation and cognitive computing have fundamentally changed how some jobs get done. That cycle will continue as technology keeps evolving. Instead of seeing this as a threat to humans and our livelihood, we should be thinking about how we can use it to our benefit. We have a real opportunity to reimagine how work gets done in a way that makes some jobs not only more productive but also more meaningful—changing them from jobs to superjobs.

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Enhancing new talent pools in the future of work

Posted by David Leathers, Tej Mehta, Devon Dickau and Sendhil Govindarajan on June 6, 2019.

As we think about the future of work, a key question is “who can do the work?” Talent models are changing, and while some work will likely be done by robots and other forms of artificial intelligence, organizations must think more creatively around how humans with different, diverse backgrounds will continue to help build and grow the organizations of tomorrow. How well is your organization tapping into multiple talent pools for your future workforce? And how does your workforce reflect your organization’s role and goals as a social enterprise?

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Are meaning & purpose missing for your workforce?

Organizations are increasingly offering lavish perks to attract and retain talent, and then tracking their success with annual engagement surveys. But what if they’re missing the point?

Posted by Matthew Deruntz and Christina Rasieleski on May 24, 2019.

Despite a laser-like organizational focus on what is traditionally called employee engagement1, most people remain less than satisfied with their jobs2. Deloitte’s 2019 Global Human Capital Trends survey points to what may be really missing. Many workers lack autonomy and access to the tools and information they need; moreover, they aren’t satisfied with the design of their jobs or the day-to-day flow of work.3 In fact, most survey respondents rated their organizations only “somewhat effective” or “not effective” on a number of factors related to experience: positive work environment, meaningful work, growth opportunities, trust in leadership, and supportive management. These aren’t issues that organizations can address with free doggie daycare or on-site CrossFit. Instead, they need to reevaluate the fundamental human needs of their workforce.

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Apprenticeship reimagined: A modern twist on a classic approach

A modernized apprenticeship model could be just the learning & development boost your organization needs

Posted by Matt Stevens and David Dulin on May 22, 2019.

Apprenticeships are a rather ancient form of on-the-job training. With roots in the Middle Ages, they served as a way to develop young craftsmen, who provided labor for master craftsmen in exchange for room, board, and training. While some trades still offer apprenticeship programs, and one might argue that today’s internships are similar, an adapted, modernized apprenticeship model could go a long way to addressing the shortages in skilled labor and the need for workers to keep their skills current and relevant as the Future of Work evolves.

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Beyond learning

Posted by Josh Haims, Amy A. TitusCarly Ackerman, and Emily Lappin on April 26, 2019.

How do you prepare for a future workplace where the boundaries between humans and machines are blurred? Where skill sets and job roles are fluid? Where learning isn’t the responsibility of a centralized function, but of the entire enterprise. And, where you will need to access, curate, and engage talent in more creative ways than ever before. The search for answers to difficult, yet essential, questions brought more than 90 learning and business executives together at the 8th annual Deloitte Chief Learning Officer Forum held at Deloitte University in March 2019.

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Who owns Future skill-building?

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Posted by Jeff Schwartz and David Mallon on March 04, 2019.

Companies need skilled workers to stay in business. Workers need skills to get a job and advance. It’s a two-way street. So who’s responsible for ensuring the workforce is developing the right skills and they are available at the right time? And what about the near-constant need to reskill and upskill as technology evolves? Do other institutions in society have a role and a responsibility, too—education? government? Asking and answering hard questions like these is part of the ongoing rise of the social enterprise and the growing power of individuals to influence organizational behavior.

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Creating value and meaning in the social enterprise


Posted by Michael Gretczko on February 12, 2019.

As organizations transition from business enterprise into social enterprises that meld business and social purposes, they have to leverage their human capital more effectively. Doing so is key to not only driving performance but also arriving at and navigating the crucial intersection where performance meets purpose. So what does it mean to make best use of people’s skills and abilities, especially when the future of work includes robots and people working side by side?

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