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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
1. From insights to action, the path to extraordinary value starts here.
Elevate every
decision with
intelligent
Talent and HR
operations
Fast-track to future-ready performance
3. Intelligent Operations | Talent and HR Operations
Intelligent Operations | Talent and HR Operations
Create a workforce
that’s more agile
and productive
To really deliver on the promise of a future-
ready organization, leaders must come to see
the combination of technology AND human
ingenuity as inextricably linked and powerful
enough to elevate employee potential,
collaboration and creativity.
This means, they must advance their operating
models to achieve better performance and
retention of their people.
The journey begins here and now.
5. Intelligent Operations | Talent and HR Operations
Advantages of being
future-ready
1 Future-ready organizations exhibited 6.4 pp higher profitability and 13.1 percent greater efficiency, on average
Source: Accenture Research and Oxford Economics Intelligent Operations Survey, 2020
Other future-ready benefits:
improved talent mix, reskilling, customer
experiences and ecosystem relationships
2.8x
1.7x
higher efficiency
levels for future-ready
organizations.1
boost in corporate
profitability for future-
ready organizations.1
More profitable
More efficient
It takes work, but it’s worth it: Better
outcomes are a direct result of becoming—
and remaining—future-ready.
Intelligent Operations | Talent and HR Operations
9. Intelligent Operations | Talent and HR Operations
of CEOs see talent
attraction and retention
as a top challenge
compared to just 16% of
respondents across all
other functions.
21%
of HR leaders see technology
as a top challenge for
attracting and retaining talent.
They also report less progress
than overall leaders when it
comes to talent mix, reskilling,
engagement and retention.
29%
CEOs see structure,
technology AND talent as the
primary challenges to scaling
in key capability areas that
support future readiness.
In fact, they indicate that
attracting and retaining talent
to achieve transformation is a
particularly distinctive challenge.
Intelligent Operations | Talent and HR Operations
10. Intelligent Operations | Talent and HR Operations
03
02
01
Know how
to leapfrog
maturity levels
Know the
key steps
Know the
ultimate goal
Here’s how to become future-ready through an effective people strategy:
Give power to your people
13. Intelligent Operations | Talent and HR Operations
01 Know the ultimate goal
Think like
an employee
Employees expect a consumer-grade
experience at the workplace. Meeting
those expectation requires HR to
redesign the service delivery model
from more of an employee’s point of
view—one that anticipates the needs
of the business and the workforce.
Intelligent Operations | Talent and HR Operations
26. Intelligent Operations | Talent and HR Operations
Predictive
Concentrate mostly
on core process
improvements and on
improving quality and
compliance controls.
Stable
Future-ready
Efficient
More productive, they
incorporate tested
methods, such as Lean
Six Sigma and process
standardization and
deploy automation
technologies.
Focus on how automation
can support and augment
human ingenuity. They
deploy technologies and
leading practices with
that goal in mind.
See increased efficiency
and profitability, improved
stakeholder experiences and
better business outcomes.
They are more agile and
resilient than others.
Appendix
Four levels of operations maturity: