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Global businesses are seeking new leadership models, speed, and new skills in the age of business agility, finds Deloitte survey

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Traditional leadership models not keeping pace with today’s disruptive marketplace.

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New York, 17 April 2013  Eighty-four percent of global business leaders and human resources (HR) executives say organizations must look for creative ways to develop new leaders, as traditional leadership models are not keeping pace with today's rapidly changing work environment. This is according to the Deloitte Touche Tohmatsu Limited (DTTL) Resetting Horizons: Human Capital Trends 2013 report. 

The survey of over 1,300 organizations in 59 countries outlines 13 global trends that are driving critical business and human capital decisions. The report explores new approaches in HR, spanning from next generation leadership strategies and open talent economy to focusing on improving the execution of critical HR priorities. Key findings include:

  • Faced with numerous challenges, 87 percent of business leaders expect organizations to demand more from their change initiatives by pursing customized strategies;
  • To seize new growth opportunities, 82 percent of business leaders say boards are involving HR executives much earlier in the strategy planning process;
  • Skill gaps and economic uncertainty are leading organizations to shift from recruitment to development;
  • Organizations are continuing to prioritize areas such as talent, emerging markets and the HR organization.

Brett Walsh, Global Human Capital Leader, DTTL says: "Today's businesses are faced with unprecedented challenges including: generating profits in markets with flat or declining growth, establishing a presence in emerging countries to creating the next wave of disruptive innovation – and everything in between. Each of these challenges requires a unique kind of leader. One size does not fit all. Business leaders that successfully create more effective ways to retain and attract top talent as competition increases in the global work environment will reap the rewards in the bottom line."

There was a shared consensus among all survey respondents that five of the 13 trends identified in the study would become the top priorities for the business and talent leaders in the coming years. Jeff Schwartz, Global Leader for Marketing, Eminence, and Brand Human Capital, DTTL, says: "This is a significant finding in the study because the common view is that talent needs and practices vary from country to country. The fact that the results show that the top five trends are shared across all of the major economies is surprising. This demonstrates the increasingly global focus of organizations."
 
The top five key trends outlined in the report by Schwartz are: next generation leadership; accelerating organizational change; the war to develop talent; boards are changing the HR game; and transforming HR to meet new business priorities:

  1. Next generation leadership
    The majority of organizations (84 percent) say that developing future leaders is relevant now and in the next three years, but organizations must seek a new leadership model for the age of agility. "Although there is clear focus on developing the next generation of leaders globally, HR executives still need to develop a different approach around development. These strategies must be specific to the business. It's pervasive and organizations must commit to getting the best results."
  2. Accelerating organizational change
    Eighty-seven percent of respondents see the way in which organizations view change as a top trend. "In today's fast-paced environment, organizations need to adopt a new way of looking at change and become more results-orientated."
  3. The war to develop talent
    Eighty-six percent of respondents reported the shift to development and upgrading skills as a critical trend. "As businesses struggle to fill critical positions at many levels, companies are putting renewed focus on building capabilities, not just finding them."
  4. Boards are changing the HR game
    Eighty-two
    percent of respondents say a growing number of boards are focusing on the role and impact of talent on business performance and risk. This is a step away from the previous focus of boards which was centered on CEO succession and setting compensation for the most senior executives. "Today, organizations know that developing a strategy without considering the talent dimensions creates risks. Boards are recognizing that a business strategy often is a talent strategy."
  5. Transforming HR to meet new business priorities
    Eighty-five percent of respondents indicated that organizations are developing HR capabilities that will not only support the business, but enable business strategy. "To fulfill its new role in accelerating business growth, organizations are using HR transformation to design HR and talent systems that can work across geographic boundaries, creating a framework that is flexible enough to support different business models."

"The survey results show that the human capital agenda is shifting to focus on global growth as businesses come out of the recession. Economic uncertainty is still part of the business landscape; but instead of merely reacting to change, organizations are harnessing it and turning it into a business advantage.  They recognize that, in a world that is changing rapidly, it is not only sensible to be in a position to pre-empt and act on the next trend, in some cases it would be detrimental not to act," says Walsh.

Press contact

Marielle Legair

Global Communications, Deloitte Touche Tohmatsu Limited

Tel: + 1 (516) 918-7170

malegair@deloitte.com

About Deloitte

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.

Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte has in the region of 200,000 professionals, all committed to becoming the standard of excellence.

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