C-Suite Intelligence 19th October 2020

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TOP INSIGHT


 
Building future proof pathways for data and tech all-rounders

23rd October, 11:00 AM

For organisations that want to keep up with the rapid digital transformation, data literacy is no longer a ‘nice to have’. Without data skills and wider technical expertise embedded in the workforce, businesses are losing time and money implementing short-term solutions and hiring external agencies.

That’s why businesses feel the need for true technical all-rounders - individuals who can analyse data and present it back in a clear way, but who also have a good grounding in tech. But how do you effectively grow and retain these people within your organisation? And how do you ensure that their skills and knowledge are up-to-date?

Join this roundtable with Carl Pullem, Consulting Apprenticeship Scheme Learning & Development Lead, Deloitte, and Fred Burgess, Product Manager, WhiteHat, to discuss planning and future-proofing pathways to develop technical all-rounders, and how you can implement them in your organisation.
                       

​​​​FURTHER INSIGHTS


Responding to crises with speed and agility

MIT Sloan Management Review

It seems obvious that when faced with a crisis, companies should simply dial up more speed and agility to seize an opportunity. But not all companies do.

Speed is not simply an attribute of an organisational activity tied to clock time. Rather, speed is a complex, performance-enhancing organisational capability that requires a holistic approach to its development and execution.

Recent case studies reveal the acute need for managers to leverage new ways to implement speed and agility in organisational routines and operations. This involves a sustained commitment to developing higher levels of organisational readiness, flexibility, and resilience supported by the people, processes, and principles that guide and support the organisation.

 
 

The emerging ‘resilients’: Achieving ‘escape velocity’

McKinsey & Company

This article seeks to understand whether historic data can tell us about organisational resilience and what lessons we can learn as a result.
Among other findings, it appears that tomorrow’s ‘resilients’ are more likely to be the companies that are driving value-added growth while balancing optionality, rather than those that focus most of their attention on maintaining operating margins, at the expense of other proportionate measures.

All companies will need to continue strengthening their organisation, so that they may provide more flexibility to the workforce while executing operations at full speed. The experience of most sectors demonstrates that companies which execute faster tend to outperform.

 

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