Organisation Transformation & Talent
Digital and emerging technologies, changing market conditions, and regulatory pressures are common external forces that drive business transformation. Internally, new leadership and growth or consolidation strategies (including mergers and acquisitions) often spark transformation. No matter what the driver, the same challenges typically apply: how to align your organisation design, talent, leadership and culture with your business strategy make the transformation vision a reality, and then sustain it over time. Deloitte OT&T practitioners combine deep transformation experience with practical business acumen. Our organisation and people solutions incorporate an array of innovative tools and resources, powered by analytics, to enable sustainable change.
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- Learning Solutions
- Sales Force effectiveness
- Mergers, Acquisitions and Restructuring
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Emerging technologies and markets, agile ways of working, increasing regulations, M&A activities, embracing the challenge of enhanced efficiency or improved collaboration — these are just some drivers of strategic change. Deloitte’s Strategic Change practice brings new and practical insights that are grounded in behavioral science and informed by data and analytics, enabling high impact organisational and people-related business transformation. Through transformation labs, leadership teams create the right conditions, make aligned decisions and take the appropriate actions to achieve the desired outcomes. Employees are equipped through high impact engagements to directly translate business strategy into personal meaning and change their behaviors to embrace the transformation. In doing so we also build an organisation’s capabilities to lead and manage through disruption and change in the future.
An organisation's culture is a complex, highly valuable asset, difficult to replicate and a powerful competitive advantage when aligned with corporate strategy. Culture is “the way we do things around here” and becomes visible in the choices people make, how they interact with one another and how they deliver against their objectives.
Culture can be transformed through an understanding of the current and desired future state, and by activating various organisational levers, such as changes in management processes, learning, recruitment, and leader behaviors, to steer the culture in the desired direction. By examining two sets of dimensions — core and differentiating — Deloitte’s Culture Framework and Diagnostic Tool provides the objective insight and rigor required to understand cultural strengths and gaps and drive the behaviors needed to support business strategy and achieve truly differentiated performance. Focusing on ‘moments that matter’ provides a frame to reinforce and embed key behaviors and achieve an organisation’s cultural ambitions.
An organisation’s effectiveness and ability to execute strategy is increasingly determined by the quality of its leaders. At all levels, both within a business and at the board level, leadership is a critical enabler — or constraint.
Deloitte helps organisations meet leadership needs through clear leadership strategies, assessment of leadership capabilities and bench strength, and accelerated development programs with a focus on pragmatic strategy execution. We work with you to address constantly evolving business challenges and diverse employee expectations while building leadership pipelines and programs for emerging, next generation, and senior leaders.
The majority of organisation design initiatives start out with the best of intentions, but few live up to expectations. What they do provide is disruption, as people and positions shuffle for very little gain. These kinds of restructuring efforts can undermine faith in the wisdom of an organisation's leadership, which actually erodes value and team coherence.
When properly conceived and executed, organisation design can significantly accelerate performance in complex business environments. Directly aligning the organisation to its strategy and business model enhances both people performance and business results. Deloitte has developed a new approach to organisation design to create this highly valuable alignment. This new methodology guides the redesign process from the decision stage through design and implementation, always focused on enabling the organisation to do what it was meant to do.
Organisations across the globe continue to invest substantially in new technology. These solutions, if well implemented, have the potential to fundamentally transform the way companies do business, and how they leverage their people to deliver business value. To drive adoption — and get the most out of technology investments — companies should think differently about change. Technology implementation projects are large, complex, and typically span multiple geographies and employee groups. They require smart, precise change management.
Successful implementations are those where leadership capabilities, relationships and structures are in place to support adoption and use, and change tactics and activities are customised based on specific organisational and stakeholder needs. At Deloitte, we apply analytics-based insights to help organisations manage change, equip employees with the competencies needed to operate new technologies, and ultimately capitalise on their technology investments.
Talent management remains a top business and HR issue as organisations report capability and leadership challenges worldwide. Technology, globalisation, and growing government regulation are reshaping the way people work, learn, collaborate, and lead. New, innovative HR programs are becoming essential to attract and keep critical talent in an increasingly demand-driven talent market. Given the complexity of this environment, many organisations are finding it difficult to navigate the path forward. That's where we can help.
Deloitte's Talent Strategy teams work with you to ensure that your people strategies enable your business strategy. Our services include Workforce Planning, Talent Sourcing and Acquisition, Performance, Engagement, Learning, Leadership, Career Development and Succession, Diversity & Inclusion, and Talent Analytics. With an effective talent strategy, you can put the right people, with the right skills and tools, anywhere in the world — and give them opportunities to grow and develop to meet evolving business needs.
Unlocking the potential of your people through learning is a fundamental key to winning in a disruptive and highly competitive environment. When a company beats its competitors to market, when it effectively joins forces through a merger or acquisition, when it hits financial targets and consistently satisfies customers, it’s a sign that its people have mastered the required skills and behaviors to deliver on business strategy.
Deloitte Learning Solutions enable business-led learning, taking an integrated approach on how learning is organised, developed and delivered in the context of your business. We understand that learning is a business lever in its own right. We have significant experience transforming learning & development functions into an integrated learning landscape that develops and strengthens strategic workforce capabilities at all levels of the business.
Sales Force Effectiveness
Industry shifts like the movement to cloud computing, omni-channel go-to-market models, uneven global economic growth, and regulatory changes are disrupting sales organisations and forcing our clients to reassess how they can best position their sales organisations to capitalise on change.
Deloitte's Sales Force Effective practice helps clients grow revenue profitably by improving how they plan, deploy, reward, and enable sales teams. We help organisations achieve greater performance from their sales organisations through focusing on strategy and revenue creation, deploying technology and process solutions, and utilising analytics.
Companies embark on a merger, acquisition, or restructuring because they believe it will yield business value. Properly recognising and managing the people aspects of the effort is critical to realising this potential value.
Deloitte M&A and restructuring professionals draw upon the experience earned in more than 1,000 global engagements to guide companies on how to enable growth, capture value, and bring the business together (or effectively carve the business out). Our subject matter experience encompasses the full range of Human Resources matters throughout the transaction life cycle, including Total Rewards, Organisation & Talent Development, culture change, HR Transformation, and Actuarial Services. These are backed by Deloitte's deep breadth of experience across the disciplines of Consulting, Audit, Tax, and Financial Advisory for a comprehensive approach that is both business-led and people-driven.
As organisations become more digital, they face a growing imperative to redesign themselves to move faster, adapt more quickly, learn rapidly, and embrace dynamic career demands. Deloitte have recently released the fourth edition of the Global Robotics Report, The report helps senior executives understand the trends and emerging practices, in order for them to effectively adopt such technologies.
As Industry 4.0 continues to reshape the world in which we live and work, business leaders are adapting to the changes it is causing. In Deloitte Global’s second annual survey assessing business and government readiness for the Fourth Industrial Revolution, leaders appear more knowledgeable about Industry 4.0 and its implications for their organisations
This year we surveyed over 11,000 business and HR leaders across 140 countries, including 212 leaders from Ireland. The results reveal how business and HR leaders perceive, and are responding to, profound forces that are reshaping our workplaces, workforce and work itself in the 21st century. Globally, the top trends this year include collaboration, people data, experience-based career models, new communication tools and platforms, and holistic well-being programme.
Driven by accelerating connectivity, new talent models, and cognitive tools, work is changing. As robotics, AI, the gig economy and crowds grow, jobs are being reinvented, creating the “augmented workforce.” We must reconsider how jobs are designed and work to adapt and learn for future growth.