Following last week's introduction, today's article of the Deloitte Human Capital Trends series will be focusing on the first trend: the “Organisation of the future”.
Given the pace of change and the constant pressure to adapt, it is not surprising that executives identified building the “Organisation of the future” as the most important challenge for 2017. In this year’s survey, 88 percent of responding organisations in Luxembourg rated this problem as important or very important. Yet challenges remain: Only 34 percent of Luxembourg HR and Business leaders believe they are ‘ready’ to act upon it.
Why has organisation model zoomed to the top of the list as the most important trend in the Global Human Capital Trends survey for two years in a row?
The answer is simple: As organizations become more digital, they face a growing imperative to redesign themselves to move faster, adapt more quickly, learn rapidly, and embrace dynamic career demands. Yet many other organisations continue to operate according to industrial-age models that are no longer adapted to today’s business challenges, still weighed down by legacy practices, systems, and behaviors that must be confronted and discarded before true change can take hold.
How should the new type of organisation look like?
To keep up with the new business challenges, working in teams will likely become the norm in business, and dynamism will become an organisational hallmark. Building and supporting teams will be leaders’ principal tasks. Software to help companies benefit from teaming may also become standard. Leading organisations will offer dynamic developmental opportunities for employees to build their careers, while companies that continue to operate in the old manner will likely struggle to keep up. In this new world, more nimble organisations will have an advantage point, while successful large organisations will still keep pace by building stronger ecosystems and partnerships that broaden their workforces and capabilities.
What are the tips to improve your organisational structure?
• Embrace the speed of change
• Make talent mobility a core value
• Form an organisational performance group
• Examine new communication tools
• Adopt continuous, feedback-based performance management
Look for our next article on “Careers and learning” trends to understand how to deal with the new concept of career and learning on the context of the new digital age.
Should you wish to have more information on organisational design, do not hesitate to contact Karine Pontet, Director Operations Excellence and Human Capital Advisory (firstname.lastname@example.org).
By Deloitte Luxembourg