cityscope globe

Analysis

Business services M&A update: Q3 2017

From data adoption, to just-in-time staffing, to multiteaming, staffing as we know it is shifting to more fluid, learning-focused environments focused on building talent activation. This 'Business services M&A update: Q3 2017' provides Deloitte Corporate Finance LLC insights and market data analysis that shed light on M&A trends in the business services industry.

Business services trends

  • Data adoption strategies1: Businesses are starting to recognize the need to create a learning environment, rather than simply teaching employees how to leverage data analytics through training. The formation of Competency Centers, a collection of domain experts who drive communication, establish best practices, and foster innovation, should be the ultimate goal of any comprehensive data adoption plan. The concept of continual learning continues to gain traction. Leaders can no longer be successful with foundational, one-time training programs and must evolve their company culture to include learning as an ongoing commitment.
  • Just-in-time staffing2: The human cloud is an emerging set of online/digital marketplaces where talent and those looking to hire talent can find and engage one another in a work arrangement. New staffing models are emerging, such as just-in-time staffing, which enables work that is very short-term in nature (shift-based or hourly) and can be filled in a very short period of time via smartphone apps. Companies are increasingly employing this model and growing demand for technology-enabled staffing services. Such models will likely or are expected to drive a quick leap into AI-based candidate screening technologies.
  • Managing multiteaming3: Nearly every knowledge worker today, those whose main capital is knowledge, is a member of multiple concurrent teams (multi-teamers). Together, organizations and team leaders can capitalize on the trend by creating an environment designed around multi-teamers. This involves mapping and analyzing human capital interdependence, promoting knowledge flows, and articulating and navigating groups’ competing priorities. These efforts can result in optimized efficiency and can help achieve organization-wide objectives.
  • Balancing talent and technology4: Organizations are raising the bar on training practices through talent activation. Talent activation engages talent for better business outcomes through a heightened “employee first” focus and by delivering innovative technology that meets the demands of employees who are highly mobile, familiar with consumer apps, and information hungry. Talent activation solutions double down on analytics, expanding the historical views into predictive and prescriptive actionable insights that go beyond reports and compliance to support business strategies and goals.

This newsletter is a periodic compilation of certain capital markets information. Information contained in this newsletter should not be construed as a recommendation to sell or a recommendation to buy any security. Any reference to or omission of any reference to any company in this newsletter shall not be construed as a recommendation to sell, buy or take any other action with respect to any security of any such company. We are not soliciting any action with respect to any security or company based on this newsletter. This newsletter is published solely for the general information of clients and friends of Deloitte Corporate Finance LLC. It does not take into account the particular investment objectives, financial situation, or needs of individual recipients. Certain transactions, including those involving early stage companies, give rise to substantial risk and are not suitable for all investors. This newsletter is based on information that we consider reliable, but we do not represent that it is accurate or complete, and it should not be relied upon as such. Prediction of future events is inherently subject to both known risks, uncertainties and other factors that may cause actual results to vary materially. We are under no obligation to update the information contained in this newsletter. We and our affiliates and related entities, partners, principals, directors, and employees, including persons involved in the preparation or issuance of this newsletter, may from time to time have “long” and “short” positions in, and buy or sell, the securities, or derivatives (including options) thereof, of companies mentioned herein. The companies mentioned in this newsletter may be: (i) investment banking clients of Deloitte Corporate Finance LLC; or (ii) clients of Deloitte Financial Advisory Services LLP and its related entities. The decision to include any company for mention or discussion in this newsletter is wholly unrelated to any audit or other services that Deloitte Corporate Finance LLC may provide or to any audit services or any services that any of its affiliates or related entities may provide to such company. No part of this newsletter may be copied or duplicated in any form by any means, or redistributed without the prior written consent of Deloitte Corporate Finance LLC.

References

1 “Analytics training isn’t enough to create a data-driven workforce.” Harvard Business Review. August 3, 2017.
2 “The human cloud, the gig economy & the transformation of work.” Staffing Industry Analysts, October, 2017.
3 “The overcommitted organization.” Harvard Business Review, September, 2017.
4 “Transforming learning results through talent activation.” Training Magazine, September, 2017.

Did you find this useful?