Global megatrends are escalating the war for top talent and reshaping business as we know it. To stay ahead, organizations are innovating at warp speed. The problem is, in most organizations business innovation dramatically outpaces talent innovation. And when your business strategy and talent strategy are out of sync, you can't drive top business performance. By creating talent innovations that accelerate your top business goals and integrating them throughout your entire organization, you will establish talent as a strategic advantage.
When it comes to scrutinizing costs, most insurance companies can say “Been there, done that. Got the t-shirt.” Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last year’s spend plus or minus a couple of percent in the same places.
Recession Business Strategy: What to Do Before, During, and After a RecessionRocketSource
Most people cringe at the idea of talking about economic catastrophe. But, having a recession business strategy in place – regardless of how uncomfortable the conversation might be – is one of the best ways to insulate your business regardless of the economic backdrop. We'll break down how to take a proactive stance, what to do when consumers stop spending, and how to emerge with powerful assets under your belt by adopting CX initiatives to power you through the downtimes. Get the details at Rocketsource.co/blog/recession-business-strategy
The Incidental Science of Organizational Growth via Digital Transformation RocketSource
Simply boosting top-line metrics, such as profitability, aren't enough to position digital transformation as a success. Pervasive access to data and insights are critical as consumer demands shift alongside technological advancements. We explore the mechanisms for knowledge dissemination that answer the rapid evolution of today's world and how to push organizations up the S Curve of Growth through digital transformation.
https://www.rocketsource.co/blog/organizational-growth-via-digital-transformation/?utm_source=slideshare&utm_medium=social&utm_campaign=profile-page&utm_term=digital-transformation
The expansion-sale-four-must-win-conversations-to-keep-and-grow-your-customer...An Le Truong
Lê Trường An – Dịch giả – Tác giả – Marketer – chuyên thực hiện các dự án SEO, Social Media, Dịch thuật và xuất bản nội dung. Ngoài ra, Lê Trường An liên tục cập nhật nội dung blog với các chủ đề SEO, Marketing và nhiều hơn nữa…
---
Content Creator Lê Trường An
Chuyên viên Marketing – Tác giả - Dịch giả tại letruongan.com
Chuyên viên Marketing tại BrainCoach
Chuyên viên Content Marketing tại FoogleSEO
Dịch vụ Marketing – SEO – Content Marketing
The S Curve of Business: The Key Levers to Sustaining Momentum for Your BrandRocketSource
In the world of business, growth doesn't follow a constant upward trend. Instead, it takes the form of an S-shaped curve that naturally dips during the lifecycle of the company.
During these moments, successful organizations don't double down on failed tactics or simply copy the competition. They recognize the situation, rely on lessons learned, and focus on customer-centric innovation.
Companies that hope to lead the pack must learn to take in the big picture, avoid chasing tactics, and drive growth by providing frictionless experiences to their customers.
When it comes to scrutinizing costs, most insurance companies can say “Been there, done that. Got the t-shirt.” Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last year’s spend plus or minus a couple of percent in the same places.
Recession Business Strategy: What to Do Before, During, and After a RecessionRocketSource
Most people cringe at the idea of talking about economic catastrophe. But, having a recession business strategy in place – regardless of how uncomfortable the conversation might be – is one of the best ways to insulate your business regardless of the economic backdrop. We'll break down how to take a proactive stance, what to do when consumers stop spending, and how to emerge with powerful assets under your belt by adopting CX initiatives to power you through the downtimes. Get the details at Rocketsource.co/blog/recession-business-strategy
The Incidental Science of Organizational Growth via Digital Transformation RocketSource
Simply boosting top-line metrics, such as profitability, aren't enough to position digital transformation as a success. Pervasive access to data and insights are critical as consumer demands shift alongside technological advancements. We explore the mechanisms for knowledge dissemination that answer the rapid evolution of today's world and how to push organizations up the S Curve of Growth through digital transformation.
https://www.rocketsource.co/blog/organizational-growth-via-digital-transformation/?utm_source=slideshare&utm_medium=social&utm_campaign=profile-page&utm_term=digital-transformation
The expansion-sale-four-must-win-conversations-to-keep-and-grow-your-customer...An Le Truong
Lê Trường An – Dịch giả – Tác giả – Marketer – chuyên thực hiện các dự án SEO, Social Media, Dịch thuật và xuất bản nội dung. Ngoài ra, Lê Trường An liên tục cập nhật nội dung blog với các chủ đề SEO, Marketing và nhiều hơn nữa…
---
Content Creator Lê Trường An
Chuyên viên Marketing – Tác giả - Dịch giả tại letruongan.com
Chuyên viên Marketing tại BrainCoach
Chuyên viên Content Marketing tại FoogleSEO
Dịch vụ Marketing – SEO – Content Marketing
The S Curve of Business: The Key Levers to Sustaining Momentum for Your BrandRocketSource
In the world of business, growth doesn't follow a constant upward trend. Instead, it takes the form of an S-shaped curve that naturally dips during the lifecycle of the company.
During these moments, successful organizations don't double down on failed tactics or simply copy the competition. They recognize the situation, rely on lessons learned, and focus on customer-centric innovation.
Companies that hope to lead the pack must learn to take in the big picture, avoid chasing tactics, and drive growth by providing frictionless experiences to their customers.
The accounting profession has felt the impact of change. Over the past several years, operational changes in workflow and process have dramatically altered the scope of the accountant’s role. The profession’s workforce is aging, underlining the importance of succession planning and talent management. Additionally, as the digital universe doubles in size every other year, many firms struggle to keep pace with the latest technology trends.
For today’s firm, change is constant. And across the entire tax, accounting and audit profession, the forecast calls for even greater shifts in people, processes and technology.
These ever-evolving realities inspired Wolters Kluwer, CCH, a strategic partner to accounting firms, to explore two major questions in the 2014 Wolters Kluwer, CCH — Accounting Firm Preparedness Survey.
Broken links: Why analytics investments have yet to pay off, sponsored by ZS, draws on the survey findings, interviews with senior corporate executives and desk research to explore the current state of sales and marketing analytics.
Managing Uncertainty Report from Supply Management Insider & ERA Alan Birse
This survey, produced by Supply Management in conjunction with Expense Reduction Analysts, explores attitudes to Procurement within different organisations. It reviews how Procurement can help address businesses' profitability in a period of increasing uncertainty.
Leveraging the StoryVesting Framework to Achieve Breakthrough Business Transf...RocketSource
Business transformation happens when you're able to provide impactful experiences both to your customers and to your employees. StoryVesting is the framework that guides you to that goal, but if you're looking for a basic roadmap, this isn't for you. This framework is steeped in intelligence, behavioral economics, and journey analytics.
Net Promoter is an increasingly popular method of measuring loyalty. This article describes the approach and why a single measure is not enough to improve business performance.
Over the past decade, a combination of new providers, technology, and capabilities have made global payroll administration a possibility – at least conceptually. The key stumbling block in this debate is the perceived need, on the one hand, for tailored services that are compliant with local regulations, and on the other hand standardization for cost reasons. So, where does that leave payroll?
Through The Looking Glass : An executive perspective of UK wealth management ...Scorpio Partnership
Through the Looking Glass: An Executive Perspective of UK Wealth Management in a Retail Distribution Review (RDR) was produced by Scorpio Partnership in association with Pershing. This paper, which assesses the opinions of 342 senior professionals, demonstrates that creating a viable business model that is valuable for HNW and UHNW clients is top of the agenda for wealth management firms hoping to survive in the post-RDR world and continue to serve affluent investors. Consumer insights from this study will be helpful to anyone developing a marketing or engagement strategy for high net worth clients, including private banks and family offices.
Need more insights? An On-Demand Webinar on the topic “Branding Procurement” can be accessed here: http://zyc.us/2GmSwSA
Branding Procurement
As someone who has been in the supply world for more years than I would care to admit, the old Rodney Dangerfield lament about getting no respect was second only to the "we want a seat at the table" refrain.
While the profession as a whole had made some advancements beyond the days when CFOs considered our enterprise contributions to be either minimal or non-existent, it is still safe to say that we procurement professionals have not properly branded ourselves and the value we bring to our organizations.
"Some executives used to think of procurement as the place you send staff away in order to never see them again." - Leading Procurement Strategy, Carlos Mena, Remko van Hoek, Martin Christopher
In this presentation, (sponsored by Zycus), have a look at where procurement as a profession was, where are they today, and what they have to do to realize their full potential in the future.
Six Mistakes Companies Are Making Today And How You Can Avoid ThemFindWhitePapers
"Look for additional opportunities to use business intelligence to uncover value and drive
improvements. Consider advanced planning tools that can help close the gap between
strategy and execution. Expand the use of sophisticated what-if analyses to model the
operational and financial impact of multiple scenarios on revenue, costs, and cash flow."
Creative Tech Recruitment: How to Compete Against Tech Giants for Top TalentWilsonHCG
WilsonHCG and Glassdoor team up in this webinar to discuss the challenges of technology and IT recruitment and creative talent acquisition strategies that companies can implement to attract passive talent. Scan through to learn how to utilize your employment brand to build meaningful connections with technology candidates, craft a proactive strategy to build your talent pool for the future, now and how to stand out as an organization.
Workshop ISPIM 2020 - Massive Collective Intelligence: how will the Covid19 c...bluenove
The presentation by Martin DUVAL (Co-Founder at Bluenove) about HOW MASSIVE COLLECTIVE INTELLIGENCE IS TRANSFORMING INNOVATION MANAGEMENT during a workshop at the ISPIM online conference on June 9th, 2020.
The agenda was:
1) Why massive collective intelligence mobilization is a key lever that innovation managers should activate and lead
2) What different timings and types of operational and strategic plans could be addressed
3) What methodologies and digital technologies should be used
4) What key success factors to consider
5) How this may change the new role of innovation management in the long term
The accounting profession has felt the impact of change. Over the past several years, operational changes in workflow and process have dramatically altered the scope of the accountant’s role. The profession’s workforce is aging, underlining the importance of succession planning and talent management. Additionally, as the digital universe doubles in size every other year, many firms struggle to keep pace with the latest technology trends.
For today’s firm, change is constant. And across the entire tax, accounting and audit profession, the forecast calls for even greater shifts in people, processes and technology.
These ever-evolving realities inspired Wolters Kluwer, CCH, a strategic partner to accounting firms, to explore two major questions in the 2014 Wolters Kluwer, CCH — Accounting Firm Preparedness Survey.
Broken links: Why analytics investments have yet to pay off, sponsored by ZS, draws on the survey findings, interviews with senior corporate executives and desk research to explore the current state of sales and marketing analytics.
Managing Uncertainty Report from Supply Management Insider & ERA Alan Birse
This survey, produced by Supply Management in conjunction with Expense Reduction Analysts, explores attitudes to Procurement within different organisations. It reviews how Procurement can help address businesses' profitability in a period of increasing uncertainty.
Leveraging the StoryVesting Framework to Achieve Breakthrough Business Transf...RocketSource
Business transformation happens when you're able to provide impactful experiences both to your customers and to your employees. StoryVesting is the framework that guides you to that goal, but if you're looking for a basic roadmap, this isn't for you. This framework is steeped in intelligence, behavioral economics, and journey analytics.
Net Promoter is an increasingly popular method of measuring loyalty. This article describes the approach and why a single measure is not enough to improve business performance.
Over the past decade, a combination of new providers, technology, and capabilities have made global payroll administration a possibility – at least conceptually. The key stumbling block in this debate is the perceived need, on the one hand, for tailored services that are compliant with local regulations, and on the other hand standardization for cost reasons. So, where does that leave payroll?
Through The Looking Glass : An executive perspective of UK wealth management ...Scorpio Partnership
Through the Looking Glass: An Executive Perspective of UK Wealth Management in a Retail Distribution Review (RDR) was produced by Scorpio Partnership in association with Pershing. This paper, which assesses the opinions of 342 senior professionals, demonstrates that creating a viable business model that is valuable for HNW and UHNW clients is top of the agenda for wealth management firms hoping to survive in the post-RDR world and continue to serve affluent investors. Consumer insights from this study will be helpful to anyone developing a marketing or engagement strategy for high net worth clients, including private banks and family offices.
Need more insights? An On-Demand Webinar on the topic “Branding Procurement” can be accessed here: http://zyc.us/2GmSwSA
Branding Procurement
As someone who has been in the supply world for more years than I would care to admit, the old Rodney Dangerfield lament about getting no respect was second only to the "we want a seat at the table" refrain.
While the profession as a whole had made some advancements beyond the days when CFOs considered our enterprise contributions to be either minimal or non-existent, it is still safe to say that we procurement professionals have not properly branded ourselves and the value we bring to our organizations.
"Some executives used to think of procurement as the place you send staff away in order to never see them again." - Leading Procurement Strategy, Carlos Mena, Remko van Hoek, Martin Christopher
In this presentation, (sponsored by Zycus), have a look at where procurement as a profession was, where are they today, and what they have to do to realize their full potential in the future.
Six Mistakes Companies Are Making Today And How You Can Avoid ThemFindWhitePapers
"Look for additional opportunities to use business intelligence to uncover value and drive
improvements. Consider advanced planning tools that can help close the gap between
strategy and execution. Expand the use of sophisticated what-if analyses to model the
operational and financial impact of multiple scenarios on revenue, costs, and cash flow."
Creative Tech Recruitment: How to Compete Against Tech Giants for Top TalentWilsonHCG
WilsonHCG and Glassdoor team up in this webinar to discuss the challenges of technology and IT recruitment and creative talent acquisition strategies that companies can implement to attract passive talent. Scan through to learn how to utilize your employment brand to build meaningful connections with technology candidates, craft a proactive strategy to build your talent pool for the future, now and how to stand out as an organization.
Workshop ISPIM 2020 - Massive Collective Intelligence: how will the Covid19 c...bluenove
The presentation by Martin DUVAL (Co-Founder at Bluenove) about HOW MASSIVE COLLECTIVE INTELLIGENCE IS TRANSFORMING INNOVATION MANAGEMENT during a workshop at the ISPIM online conference on June 9th, 2020.
The agenda was:
1) Why massive collective intelligence mobilization is a key lever that innovation managers should activate and lead
2) What different timings and types of operational and strategic plans could be addressed
3) What methodologies and digital technologies should be used
4) What key success factors to consider
5) How this may change the new role of innovation management in the long term
The values we live by got us to this point. And we are naturally, completely, and utterly Bundl.
Find out more about our purpose, method, culture, and habits in our ‘This is Bundl’ book.
We enable game-changing leadership and organisational growth.
SHAPE THE MINDSET, SKILLS, BEHAVIOURS AND STRATEGY NEEDED TO SUCCEED IN THE NEW ECONOMY.
Imagine a workplace where everyone is united behind a bold vision, where capability and culture drive continuous innovation, customer-centricity and expanding demand; it’s every company’s next-generation advantage.
With Perform IQ™ we help you build the foundations of that advantage, tailoring our solutions to fit your unique business reality.
From Series A to ASX 200, we are recognised for developing outstanding leaders, championing diversity and a new partnership model, focused on developing deep, impactful and trusted relationships.
Our difference is we guarantee results at every step of your journey:
Leadership Development - focused on the mindset, skills & behaviours needed to succeed in the New Economy
Executive Coaching - fusing empathy & listening with provocation, geared towards accountability for results
Team Building - programs for creating shared patterns, skills, behaviours & goals for long-term success
Growth Strategy - facilitation for setting direction, action-orientated planning & commercial execution
Health & Wellbeing - programs to beat burnout, boost morale & build physical & mental resilience
Cultural Engineering - in-house vision & values workshops, to drive innovative P&C initiatives
Hire resources strategically for project excellence. Boost your team's capabilities with skilled professionals. Elevate success through strategic augmentation
To stand out from the crowd is challenging for any recruitment business and it depends very heavily on the people you employ, the training and development they receive, and the leadership from the directors and managers.
How to establish a strong Strategic Workforce PlanTalMix
Implementing Strategic Workforce Management in your organisation is not a decision that should be made lightly. Managing Change and Digital Transformation effectively means you need a talent force that is engaged and productive.
In this broadcast, we discussed best practices when it comes to establishing a strong SWP programme. Some of the items discussed, included:
Understanding current demand, demographics, turnover and vacancy rates both within the workforce, as well as skills matrix
Understanding workforce trends and challenges specific to your industry
Understanding wage and salary norms for your industry
Understanding labour demand / supply for your industry and how that effects your organisation – for both today, and tomorrow.
The challenge of forecasting your workforce demand based on high-growth and fluctuating market demands.
The relevance of SWP and building for tomorrow's leadership
And more.
This publication includes the deal activity in the insurance sector such as overall highlights, key announced transactions, and the outlook ahead. Read our full report to learn more.
Chain Reaction: How Blockchain Technology Might Transform Wholesale InsurancePwC
With the goal to identify where blockchain technologies have the greatest potential, this research report sponsored by PwC and conducted by Z/Yen, is based on 50+ interviews with brokers, insurers, reinsurers, regulators and trade bodies from across the global wholesale insurance market.
In depth: New financial instruments impairment modelPwC
On June 16, 2016, the FASB issued Accounting Standards Update 2016-13, Financial Instruments – Credit Losses (Topic 326) (the “ASU”). The ASU introduces a new model for recognizing credit losses on financial instruments based on an estimate of current expected credit losses. The new model will apply to: (1) loans, accounts receivable, trade receivables, and other financial assets measured at amortized cost, (2) loan commitments and certain other off-balance sheet credit exposures, (3) debt securities and other financial assets measured at fair value through other comprehensive income, and (4) beneficial interests in securitized financial assets.
Many internal audit departments are investing in data analytics, but are struggling to fully realize the anticipated benefits. By avoiding common pitfalls and implementing data analytics holistically throughout the department, stalled analytics programs can be restarted, or new programs more successfully implemented.
Apache Hadoop Summit 2016: The Future of Apache Hadoop an Enterprise Architec...PwC
Hadoop Summit is an industry-leading Hadoop community event for business leaders and technology experts (such as architects, data scientists and Hadoop developers) to learn about the technologies and business drivers transforming data. PwC is helping organizations unlock their data possibilities to make data-driven decisions.
On June 21st, PwC’s Health Research Institute (HRI) released its annual Medical Cost Trend: Behind the Numbers 2017 report. PwC’s HRI anticipates a 6.5% growth rate for 2017—the same as was projected for 2016. The report identifies the key inflators and deflators as well as historical context to better understand the medical cost trend for 2017. Increases in the trend due to utilization of convenient care access points and an uptick in behavioral healthcare benefits for employees are being offset by more aggressive strategies by pharmacy benefit
Stepping into the cockpit- Redefining finance's role in the digital agePwC
Insurance finance functions have been refining their
operating models to better align with business partner
demands, as well as adopting leading practices on how
to best utilize people, process and technology. The
challenge is that the business landscape is continuously
shifting and the pace of change is rapidly accelerating.
In spring 2016, PwC investigated the current state and
future direction of stress testing. We surveyed 55 insurers
operating in the US about their stress testing framework and
the specific stresses that they test. We also engaged in more
detailed dialogue with a number of insurers in the US and
globally, as well as with some North American insurance
regulators.
International Capital Standard (ICS) Background PwC
PwC US risk & capital management leader Henry Essert and PwC global insurance regulatory director Ed Barron
recently sat down to discuss the proposed International Capital Standards (ICS) for insurers. They addressed at
length what the ICS is and what it could mean to insurers. The following pages contain their thoughts on the
standard, as well as some background information on capital management and related issues in the
insurance industry.
Insurers are upgrading their technology to support more complex
products, lower operating costs, and get closer to their customers.
But they can do more harm than good when they make changes
that alienate their independent agents. We’ve identified five steps
that can help insurers engage agents early and create a
transition plan that meets agents’ needs—converting these
important stakeholders into enthusiastic advocates.
On February 25, 2016, the FASB issued the new standard, Leases (ASC 842). There are elements of the new standard that could impact almost all entities to some extent, although lessees will likely see the most significant changes. Lessees will need to recognize virtually all of their leases on the balance sheet, by recording a right-of-use asset and lease liability.
The IASB issued its new standard, IFRS 16, Leases, earlier this year. There are significant areas of divergence between guidance applicable under US GAAP and that required by IFRS.
On June 21st, PwC’s Health Research Institute (HRI) released its annual Medical Cost Trend: Behind the Numbers 2017 report. PwC’s HRI anticipates a 6.5% growth rate for 2017—the same as was projected for 2016. The report identifies the key inflators and deflators as well as historical context to better understand the medical cost trend for 2017. Increases in the trend due to utilization of convenient care access points and an uptick in behavioral healthcare benefits for employees are being offset by more aggressive strategies by pharmacy benefit
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
2. The talent to win1
85%stronger financial
performance
The strategic talent advantage
To fuel innovation, growth and
market advantage, you need the right
people. You need a talent strategy
that drives your business strategy.
Our world is changing
A groundswell of global megatrends
is escalating the war for top talent
and reshaping business as we know it.
Breakthroughs in technology. Shifts
in economic power. Resource scarcity.
Changes in workforce demographics.
To stay ahead, organizations are inno-
vating at warp speed. The problem is, in
most organizations business innovation
dramatically outpaces talent innovation.
This means too many companies are
77%
better strategy
implementation
75%
higher
revenue
growth
When the stars are aligned
Companies that set talent strategy to
enable business strategy have seen
measurable performance gains:
Note: % of respondents reporting above
average or well above average performance in
these areas.
Source: PwC, Project Management Institute,
Talent Management – State of the Market,
November 2014.
placing their most important ambitions
in the hands of traditional talent strate-
gies. And when your business strategy
and talent strategy are out of sync, you
can’t drive top business performance.
Even with the right people.
The opportunity is clear
The leaders whose businesses will
succeed today and shape tomorrow
are acting now to establish talent as
a strategic advantage.
3. The talent to win 2
We recently surveyed business leaders
and human resources professionals from
more than 700 companies worldwide on
the critical role their talent management
strategies play in delivering on strategic
initiatives.1
Only 12% of respondents
said their business and HR leaders both
recognize talent as a strategic differenti-
ator and align talent practices with stra-
tegic initiatives. Another recent global
survey of top executives revealed that
talent deficiencies significantly hamper
strategy implementation efforts.
The mounting evidence points to
a new imperative: a no-holds-
barred rethink on talent
Now more than ever, talent-related
functions need to stay connected to
each other — and to C-Suite priorities.
Rethinking talent for performance
It’s never been more important to align your
people strategy with your business strategy.
By creating talent innovations that
accelerate your top business goals and
integrating them throughout your entire
organization, you can help to:
• Uncover efficiencies that dramatically
lower costs while boosting produc-
tivity and effectiveness.
• Create the right environment, with
the right people and the right skills,
to increase customer value.
• Differentiate your business. Gain
competitive advantage. And set your
organization up to win.
This is Talent Innovation
We know it works. We’re doing
it ourselves. 1. PwC, Project Management Insti-
tute, Talent Management – State
of the Market, November 2014.
Nearly 80% of US CEOs are concerned
that a lack of key skills threatens their
organizations’ growth prospects.
PwC’s 2015 US CEO Survey
4. The talent to win3
Anticipating new needs
The global megatrends present our
clients with more complex problems
today than ever before. Important
problems that can only be solved by a
different kind of leader. This one revela-
tion led us to transformational change.
This is our talent story
PwC has always been about making
a difference for our clients and our
people. But today’s changing world
demands that we do more.
“To achieve growth in
today’s complex global
business environment,
you need the right
strategy to build and
maintain competitive
advantage. And you
need the right people
— you need leaders —
to drive it.”
Miles Everson
U.S. Advisory Leader
Transforming our strategy
With so many forces of change at play,
we knew we needed to up our people
game. We had the opportunity to
respond to the research and the trends
in a radical way by driving changes that
would advance our competitive posi-
tion. In a business-led talent transfor-
mation initiative, a cross-organizational
team of leaders within PwC re-imag-
ined our traditional talent approach to
address the shifting needs of our busi-
ness and fuel our innovation, growth
and market advantage.
This was our Talent Transformation.
5. The talent to win 4
“People want to feel fulfilled both
at work and in life. When we help
them strike that balance, they are
happy and productive. They bring
even more value to PwC and to
our clients.”
Terri McClements
Co-Lead, Talent Transformation, and
Washington Metro Managing Partner
Building leaders who
build the future
To accelerate our goal to be the #1
professional services firm and achieve
our purpose to build trust in society
and solve important problems, we
created a monumental talent shift
within PwC. Better equipping our firm
to lead in today’s fast-changing world,
we created a talent strategy to build
leaders who could build the future.
Leaders at all levels, regardless of role
or title. Leaders who would differen-
tiate PwC in the market and position
us to continue to achieve extraordinary
things for our clients.
The resulting new PwC leadership
development experience blends progres-
sive talent practices, tools and tech-
niques – threaded across PwC’s entire
business – to engage our people to win.
6. The talent to win5
New capability model for hiring
and building leaders
Based on direct client input on the lead-
ership attributes they need to solve their
important problems, we created a new
capability model designed to hire and
build next-generation leaders who will
fuel client value and set PwC apart.
State-of-the-art tools to
drive performance
By inventing advanced tools that pro-
vide fast, frequent real-time data and
analytics on individual performance,
we can now give our people complete
transparency on their progress and
better equip our leaders to help them
accelerate their development to drive
top business results.
A modern talent experience
Dynamic real-time
development culture
Significantly shifting our development
culture, we created a new environment
of frequent, informal feedback that
helps our people to maximize strengths
and quickly close performance gaps
throughout the year.
Rolling out a renewed talent strategy with an
uninspiring, “status quo” talent technology
interface was simply not good enough. Harnessing
the latest thinking in user-experience design, we
created a digital talent experience that puts live
information and actions at the fingertips of our
people, leaders and human capital professionals.
We challenged ourselves to connect this
experience to our business goals and weave all
our talent functions together across the firm. The
result? A one-stop-shop where our people can
perform talent-related actions in significantly less
time while accessing the live data, analytics and
learning they need to accelerate their growth.
Examples of Talent Innovation at work
7. The talent to win 6
Career-driven performance
management
Reimagining our approach to perfor-
mance management, we shifted our
primary focus from the documentation
of the previous year’s activities to the
forward-looking development of the
leadership attributes that will advance
our people’s careers and strengthen our
firm’s competitive position.
Capability-driven skills
management
We designed an innovative way to
quickly identify the right capabilities
and skills needed to drive new business
opportunities. The result: faster speed
to market at a lower cost – and higher
quality for clients.
Modern digital experience
We re-engineered the way we manage
all things talent, including launching a
digital hub that gives our people a 24/7
window into their development journey.
This resource speeds and simplifies all
talent-related actions for our people and
our leaders so they can dedicate more
time to growing our business and creat-
ing client value.
8. The talent to win7
From the beginning, our executive team recognized
that this people initiative was different. It was a busi-
ness strategy that would define our future. As a result,
we committed significant thinking and resources to
do it right. We launched inspirational communications
campaigns and created tools that transform the way
our people work and develop. We created interactive
and in-person training programs. We held several firm-
wide Town Halls led by our Chairman. We did all this
and more, to drive the kind of rapid firm-wide behavior
change that will accelerate our business performance.
Fueling change
1. Elite Performers: a
video series showing how
in-the-moment feedback
fuels performance of
top performers in other
industries.
2. FACES: a campaign
encouraging engagement
in our real-time develop-
ment environment.
3. Town Hall: US Chair-
man Bob Moritz leading a
firm-wide event.
4. Pilots and training:
a 2,700-person pilot,
Human Capital bootcamp
and interactive training
simulations helped pre-
pare our people for our
new way forward.
5. Talent Hub: a one-stop
digital home giving our
people a window into
their development – from
anywhere, at any time.
1
2
5
4
3
9. The talent to win 8
We’ve woven our new leadership
development experience throughout
our entire operation. From recruiting
and onboarding to training and
development, our new way forward
is evident in everything we do. It has
created a dramatically simplified, yet
more powerful overall experience for
our people.
The result? There’s a change in the
atmosphere at PwC.
• You can feel a heightened energy –
whether you’re brainstorming in meet-
ings or just walking down the hall.
• You can hear people asking each
other for feedback right there in the
moment, so they don’t have to wait
until the end of year – or even the
end of the day – to improve.
• You can see it in our daily work.
Our people are building the skills
they need to lead in today’s changing
world. They are operating at a higher
level. Delivering even more value to
clients. Solving new and different
kinds of important problems. And
more clearly differentiating ourselves
from our competitors.
People are asking for and
giving feedback to each
other more often – and with
the right motivation – which
is helping us perform so
much better individually
and as a team.”
Manager
I was so impressed when the actual
PwC experience lived up to the promise
of PwC while I was being recruited. The
firm takes such a modern approach to
everything we do...I told my friends, I
am actually working the way I live!”
Associate
Inspiring people
to perform
We’re developing next-
generation leaders who
will deliver game-changing
value and growth
opportunities for our firm
for years to come.”
Partner
10. The talent to win9
Transform your business
Through PwC Talent Innovation, we
can help you achieve your own talent-
led business breakthroughs. Whether
you need to build more leaders, create
new sources of competitive advan-
tage, fuel growth or speed innovation,
together we will identify and mobilize
the talent strategy that propels your
business forward.
We created the talent
formula that would
accelerate our business
agenda. What’s yours?
“We’re privileged to work with the world’s
most forward-looking brands and see
talent innovation as increasingly essential
to how they achieve their ambitions and
stay out front.”
Mike Koehneman
Co-Lead, Talent Transformation, U.S. Advisory Operations Leader
11. The talent to win 10
Talent Innovation
What’s your talent story?
Many organizations might enhance
their performance management
processes without examining how they
could – or should – tie directly to their
business strategy.
In contrast, Talent Innovation positions
your organization to compete through
your people from the start.
PwC’s Talent Innovation
• Aligns your business strategy with
your talent strategy, helping you
achieve measurable performance
gains in business value, growth and
leadership
• Creates efficiencies that lower costs
and generate new opportunities for
revenue growth
• Improves employee productivity and
retention and drives greater customer
satisfaction
More and more organizations are just
starting to recognize that the right talent
strategy creates significant business
advantage. By rethinking and reshaping
your talent strategy, you can outpace
your competitors and find new sources of
innovation, performance and growth.
This is your moment.
Create a talent advantage that wins.
For years, companies have focused on
optimizing talent ‘silos.’ How can you
take a different approach?