Business leaders, think tanks, and HR experts—not to mention all of us at Bersin and Deloitte—have stated time and again that being a learning organization is critical to driving innovation and generating business results. High-performing organizations have what we call a learning culture, which we define in our 2010 study on High-Impact Learning Culture as “the collective set of organizational values, conventions, processes, and practices that influence and encourage both individuals and the collective organization to continuously increase knowledge, competence, and performance.”1 We have since described the leading practices of learning cultures in multiple High-Impact Learning studies2, and have just released Fostering a Learning Culture: Why it Matters Nowresearch findings piece that connects data across these studies to our most recent High-Impact Learning Organization research.
The final second ticks off the clock and the stadium roars with applause; the confetti streams down as a champion is crowned. This is the joy that players are playing for, the excitement fans are cheering for, and the success executives and owners are expecting. That said, what about the administration and staff that provide support away from the limelight? How are they being positioned to succeed in their roles and deliver these championship efforts day in and day out? Sports organizations, like other businesses, are facing critical human capital issues related to the future of work, the rise of the social enterprise, and the workforce’s increasing expectation for an irresistible employee experience. To excel in this disruptive environment and be well positioned to adapt in an ever-changing industry, sports organizations must reevaluate their priorities and adopt a holistic approach to managing human capital and driving performance.
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.
Posted by Madhura Chakrabarti on June 25, 2018.
Business and HR leaders are acutely aware of the importance of employee experience and the influential effect it has on organizational performance and results. Eighty percent of the HR and business leaders who participated in the Deloitte 2017 Human Capital Trends survey said that employee experience was “important” or “very important” to them. The problem: Only about one in five respondents (22 percent) said their organization was “excellent” at establishing a differentiated employee experience.1
Posted by Bersin insights on April 6, 2018.
Today’s HR leaders must be the trailblazers as top-down organizational models are disrupted. Empowerment is displacing micromanagement, trust is supplanting control, and experimentation is overcoming the fear of failure.
Continue reading “Insights from IMPACT 2018: Thriving in an Upside-Down World”
Posted by Andrea Derler on March 8, 2018.
Middle management seems to be going out of fashion in many businesses. As organizations become flatter and senior executives want to be more involved in daily business operations, middle management is sometimes thought of as an inconvenience. Getting rid of the middle layer, some say, will help shed operating costs, enable employees to make their own decisions more often, and hence lead to higher productivity and engagement in the workforce.1
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.
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.
Building the organization of the future rated most important challenge
Posted by Human Capital Trends Editors on March 1, 2017.
As we get deeper into the digital age, the rate of technology change keeps accelerating, challenging individuals, businesses, and public policy to keep up. HR can play a key role in closing the gaps and helping people and organizations adapt.
Powering teams to better execute business strategy
Companies today are “living organizations” that must constantly adapt to market and industry pressures in order to stay competitive. This mode of continual change means they can no longer operate effectively in formal, rigid frameworks. Most executives recognize this shift—92 percent of surveyed leaders believe that redesigning their organization is either very important or important, and many are moving away from formal, functional structures and redesigning their organizations to be dynamic and team-based. Organizational Network Analysis (ONA) is a tool that can help manage living organizations to keep them agile and responsive to changes in the business environment.