The coronavirus outbreak is resulting in an ever-increasing list of companies, conferences and other engagements to turn to remote learning. For some organizations that already leverage remote learning, this may not be a significant change. But for others whose rely on face-to-face collaboration, in-person knowledge sharing, or management by proximity, providing learning opportunities virtually may not come naturally.
The impact that COVID-19 has had on peoples’ lives and work in recent days has been precipitous and significant. As organizations rise to meet the challenges associated with this disruption, one powerful strategy they can employ is leveraging the capabilities of digital learning technologies to enhance new ways of working and support business continuity by providing an engaging alternative to in-person programs.
For many, cloud is no longer an option—it is becoming inevitable. But cloud strategies differ broadly based on the context of your organization. Organizations considering a move to cloud computing may need to embrace a different approach, and failing to establish a plan and framework for deployment may lead to challenging implementations. Drivers such as deployment planning, risk tolerance, and the way companies do business tend to predict your organization’s implementation pace and scope, as well as the technologies you need. Yet cloud strategies may not account for an organization’s cloud maturity level after deployment. When we talk about cloud maturity, we are trying to understand what organizations are doing after deployment.
Organization design can be a political, emotional, and disruptive event, even in the best of circumstances. If done poorly, it can be paralyzing, demoralizing, and too often, a deal breaker. In an effort to avoid these issues, leaders can approach organization design much like a fourth grader tackles an order of operations math equation—with clear rules and purpose.
Posted by Marty Marchetti on July 3, 2019.
The business case for cloud-based human capital management (HCM) systems can sound pretty compelling. What CHRO wouldn’t want fast access to the latest advances in HCM technology at a lower overall cost? But my colleagues and I help companies make the move to cloud HCM, and we often get a firsthand view of the mismatch between expectations and reality that was revealed in Deloitte’s 2019 Global Human Capital Trends study.
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.
“The rise of the social enterprise” emphasizes the need for realignment among the C-suite to focus on business’s evolving role in society
Posted on May 9, 2018.
We were excited to debut the 2018 Deloitte Global Human Capital Trends report, The rise of the social enterprise, recently at Bersin,™ Deloitte Consulting LLP’s IMPACT conference to an enthusiastic audience of HR leaders and practitioners. Everyone in the room and beyond—with thousands more watching our first-ever livestream of the launch— got the first glimpse of this year’s trends. The trends reflect seismic changes underway as organizations are increasingly judged not only on their relationships with workers, customers, and communities, but also their impact on society at large—transforming them from business enterprises into social enterprises.
Posted by Jeff Schwartz on May 5, 2017.
The first smartphone was introduced to the world 10 years ago. Today, they are so ubiquitous that it’s hard to imagine life without them for many of us. In the US alone, citizens now look at their mobile phones a combined 8 billion times a day, which means on average, a person checks their phone 46 times per day. In just 10 years, this technology has changed the way we communicate, the way we shop, the way we travel, and so much more.
Through our work and discussion with well over a hundred Chief Learning Officers (CLOs), we’ve observed their increasing interest in understanding the many moving forces that are impacting the marketplace and workplace on a global level. There’s a sense that CLOs, like the world around them, are in motion. We examine five forces below that are contributing to this concept of moving forces.
Reconciling global and local
We’re seeing a new urgency around a conversation that’s been ongoing for several years — the topic is how to organize and scale learning operations to support the global enterprise; the urgency is around knowing what actually works. How are companies achieving consistency across the enterprise but still allowing flexibility for certain regions, businesses, or disciplines? It’s a far more strategic conversation today about the complex process of building and sustaining a workable, agile learning operation.
At the Workday Rising 2012 event in Las Vegas, John Malikowski, National Practice leader for Deloitte’s Workday Enabled HR Transformation services, Mike Mitchell, Principal for Emerging Solutions and David Hom, the U.S. Workday leader, discuss the practice’s growth and achievements over the past year from new implementations to global reach and capabilities to the acquisition of Aggressor.
Continue reading “HR Times Video Blog: Recorded Live from Workday Rising 2012”