Podcasts about Monitor Deloitte

In recent years, organizations have started to experiment with skills-based hiring by dropping degree requirements and other credentials in job postings to unlock new talent populations. However, a fully-realized skills-based hiring approach demands deep change in talent processes and hiring manager practices. To this point, most organizations have been unable to weave this method into the fabric of their talent strategy. Joseph Fuller, professor at Harvard Business School, rejoins the Talent Angle to discuss his latest research: “Skills-Based Hiring: The Long Road from Pronouncements to Practice.” Joseph shares data to show the extent to which skills-based hiring commitments have translated to meaningful action, and offers practical guidance to help organizations broaden the aperture of their talent pools. Joseph Fuller is a professor of management practice in general management at Harvard Business School and co-leads the school's initiative, Managing the Future of Work. He founded the consulting firm Monitor Group, now Monitor Deloitte, and has worked with senior executives and policymakers on a wide variety of issues related to corporate strategy and national competitiveness.   Dion Love is a vice president of research and advisory services at Gartner. Dion is a labor market expert, focusing on global labor market trends and what they mean for organizations' talent and business strategies, as well as broader social and economic issues. In his work at Gartner, Dion advises clients on key aspects of talent acquisition, including talent acquisition function planning and management, talent needs definition and internal recruiting, employment branding and recruitment marketing, and talent sourcing and selection. He has co-authored more than 12 strategic research studies at Gartner. His work has been featured in the Harvard Business Review and industry publications, as well as Gartner HR Leaders Monthly and Smarter With Gartner.

Nelle ultime settimane si sono moltiplicati annunci di nuove funzionalità di ricerca sul web dei più popolari servizi di GenAI. E anche Apple ha dichiarato che potrebbe inserire all'interno del proprio browser Safari motori di ricerca alternativi a Google, come quelli di OpenAI, Anthropic e Perplexity. Cosa sta accadendo? Ne parliamo con Simone Righini, esperto di search marketing e motori di ricerca.È possibile e probabile lo scenario messo in scena nella serie tv "Zero Day" in cui vengono colpite contemporaneamente tutte le reti e i servizi degli Stati Uniti, tutti i sistemi operativi e ogni apparecchio elettronico? Potrebbe accadere davvero? Enrico Pagliarini ne parla con Corrado Giustozzi, esperto di cybersecurity e partner di Rexilience.Parliamo di banche e clienti digitali. È stato pubblicato il rapporto "Digital Banking maturity" di Deloitte che misura il grado di maturità del sistema bancario digitale a livello globale. Con Manuel Pincetti, manager partner di Monitor Deloitte, parliamo della maturità delle banche digitali in Italia e delle abitudini dei clienti.

Ed Arnold works with B2B companies to develop their value-based pricing strategies. His specialty is translating a company's competitive advantage into a viable customer value pricing strategy, as well as advising on commercial execution. In this episode, Ed shares when value conversations are most effective. He highlights the need to tailor value models to each prospect through open-ended questions that uncover key business drivers. Because when value is clearly demonstrated, price becomes a secondary concern, resulting in smoother sales and fewer pricing objections.   Why you have to check out today's podcast: Learn why guiding customers to do their own value math is more persuasive than presenting a pre-made ROI model. Discover how value conversations shift the focus from cost to impact, making price negotiations smoother. Understand why dumping numbers on customers backfires and how to engage them in a way that builds trust and buy-in.   "As customers, we have a good sense of what a great deal is. But as sellers, we're much less certain about what that value is. You need to have value conversations to get at that." - Ed Arnold   Topics Covered: 00:57 - How he accidentally got into, left, and keeps returning to pricing 03:25 - Explaining how pricing challenges often signal deeper business issues 08:46 - Why customers distrust ROI calculators 11:05 - What value conversation is all about and how to effectively go through it 14:00 - Emphasizing that trust is built through reliability and honest engagement 16:57 - How many good salespeople are there and what make good salespeople 19:17 - The importance of market focus and playbooks in sales 20:49 - Showing the most effective value conversation to have  25:03 - How he trains salespeople on value conversations 29:53 - Noting that while he focuses on larger customers, the same value-based principles apply to marketing lower-ACV products 30:24 - Ed's best pricing advice   Key Takeaways: "You cannot solve any pricing issue without tackling the strategy. And if the strategy is flawed, then the pricing isn't going to help you." - Ed Arnold "...and this is the thing that I think about value stories. It's not about the product. It's about the customer. The customer is the star of the story." - Ed Arnold   People/Resources Mentioned: Steven Forth: https://www.linkedin.com/in/stevenforth/ Forrester: https://www.forrester.com/bold/ Monitor Deloitte: https://www.deloitte.com/global/en/services/consulting/services/monitor-deloitte.html Leverage Point: https://www.leveragepoint.com/   Connect with Ed Arnold: LinkedIn: https://www.linkedin.com/in/edarnold1/   Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving/ Email: mark@impactpricing.com  

(0:00) Intro(1:35) About the podcast sponsor: The American College of Governance Counsel(2:21) Start of interview(3:00) Jonathan's origin story(5:10) His start in journalism(7:05) Founding Monitor Canada with Roger Martin (1987)(9:43) Transitioning to Deloitte Monitor (2013) (12:18) About Deloitte Canada's Podium Club for Directors that he leads.(13:38) How Trump's tariffs may impact Canada (note: this podcast was recorded on 1/24, before tariffs went into place)(17:57) What is strategy? "I think of strategy as choice"(20:20) The role of the board in strategy. "The best CEOs seek advice from their boards, not a grade"(25:39) The questions board members ask matter. "The question is the asset" "Ask questions and question the answers" (30:40) Rethinking Board Information Approaches *Reference to Netflix board case study(33:30) Embracing Uncertainty and Risk(37:55) Private vs. Public Strategy Dynamics(42:10) The Role of Culture and Talent in Strategy (scope of company founders)(46:55) Key Strategic Priorities for Directors (beyond idiosyncrasies of each company): 1) Geopolitics; 2) Technological Shifts (AI, Cyber, etc); and 3) Talent (Workforce and People).(53:10) Books that have greatly influenced his life:Atlas Shrugged by Ayn Rand (1957)The Final Days by Bob Woodward and Carl Bernstein (1976)On Becoming a Person by Carl Rogers (1961)(55:58) His mentors.(56:41) Quotes that he thinks of often or lives his life by. Jonathan Goodman is a vice Chair and member of the board of Deloitte Canada, where he leads the firm's CEO and Boardroom programs, including Deloitte Canada's Podium Club for Directors.  He is also Global Chair and former global Managing Partner of Monitor Deloitte. You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

Steven Pu, Co-Founder of Taraxa, a purpose-built, fast, scalable, and device-friendly Layer-1 public ledger designed to help democratize reputation by making informal data trustworthy. Prior to Taraxa, Steven launched multiple ventures and products in IoT and mobile healthcare. He was also a Partner at Monitor Deloitte's strategy practice, spearheaded their digital strategy line of business serving Fortune 500 companies with hundreds of millions in upside impact. Steven also had the honor of co-authoring the book “Next Blockchain” with Makoto Yano, vice-minister of Japan's Ministry of Economics, Trade, and Industry. Steven holds undergraduate and master's degrees in Electrical Engineering from Stanford University.

Steven Pu, Co-Founder of Taraxa, a purpose-built, fast, scalable, and device-friendly Layer-1 public ledger designed to help democratize reputation by making informal data trustworthy. Prior to Taraxa, Steven launched multiple ventures and products in IoT and mobile healthcare. He was also a Partner at Monitor Deloitte's strategy practice, spearheaded their digital strategy line of business serving Fortune 500 companies with hundreds of millions in upside impact. Steven also had the honor of co-authoring the book “Next Blockchain” with Makoto Yano, vice-minister of Japan's Ministry of Economics, Trade, and Industry. Steven holds undergraduate and master's degrees in Electrical Engineering from Stanford University.

Did you know that it takes 140 liters of water to make a single cup of coffee? Turns out that coffee, as far as plant crops are concerned, has a fairly heavy footprint on the planet. And it's getting harder to farm, with climate change altering where and how many coffee beans can even be grown. You've heard of making meat without chickens, and milk without cows. Well, you can also now get coffee without beans. This episode's guest is the CEO of Minus, a startup reimagining how you enjoy your daily brew. Minus has developed an innovative way to replicate the rich flavor, aroma, and experience of coffee without using coffee beans at all. Minus' beanless coffee emits 86% less carbon than traditional coffee, uses 94% less water and utilizes 92% less land. Made from upcycled ingredients like date seeds and grape seeds, this alt-coffee is primarily marketed to women for reasons you'll hear from CEO Maricel Saenz. The traditional coffee industry is rife with challenges, from deforestation and water-intensive farming practices to the instability of supply chains caused by climate change. Minus aims to address these issues head-on with a sustainable, scalable alternative that delivers the same satisfying experience without the environmental baggage. We'll explore the science behind beanless coffee, the startup's journey from concept to reality, and the potential impact of this bold innovation on coffee lovers and the planet. Whether you're a caffeine connoisseur or just curious about how cutting-edge food tech is reshaping our world, this conversation is one you won't want to miss. Discussed in this episode You can buy Minus coffee from their website. Maricel recommends the Y Combinator Startup Library. Maricel also recommends reading Regnesis. Our past episodes on chocolate without farming cocoa and bean-free coffee. More about Maricel Saenz Maricel Saenz is a Costa Rican entrepreneur living in California with a strong passion for sustainability and innovation. She is the founder and CEO of Compound Foods, a food-tech startup that aims to reduce supply chains and food waste while creating sustainable and valuable products through fermentation. The company's first product, Minus, uses a beanless approach to reduce the negative environmental impact of coffee production and ensure a sustainable supply for the future. Maricel holds a Bachelor of Commerce from the University of British Columbia and attended Singularity University's Global Solutions Program in 2017. She has a diverse background, having previously co-founded Nextbiotics, a synthetic biology startup that addressed antibiotic resistance. She has also worked in international development in South Africa and Cambodia, empowering women and working with local entrepreneurs. Maricel has also worked with Monitor Deloitte in corporate strategy and innovation consultancies.In recognition of her accomplishments and innovative thinking, Maricel was named on the 2022 Forbes' 30 under 30 list. Her work in sustainability and food-tech is making a positive impact on the planet and inspiring others to think creatively about how to reduce waste and create sustainable solutions.  

Expert guests joined the Gartner Talent Angle throughout 2024 to discuss shifts in the labor market. Economist and labor market expert Gad Levanon shares how HR leaders can capitalize on changes in the talent landscape to give their organizations an edge. Professor Joseph Fuller then offers findings from his latest research on skills-based hiring, offering practical guidance to help organizations broaden the aperture of their talent pools. Gad Levanon is chief economist of the Burning Glass Institute. Previously, Gad was with The Conference Board where he was founder of the Labor Market Institute and led the Help Wanted OnLine program. His research focuses on trends in U.S. and global labor markets, the U.S. economy, and their impact on employers. Before The Conference Board, he worked at the Bank of Israel​. He received his doctorate in economics from Princeton University, and he holds undergraduate and master's degrees from Tel Aviv University.   Joseph Fuller is a professor of management practice in general management at Harvard Business School and co-leads the school's initiative, Managing the Future of Work. He founded the consulting firm Monitor Group, now Monitor Deloitte, and has worked with senior executives and policymakers on a wide variety of issues related to corporate strategy and national competitiveness.    

In recent years, organizations have started to experiment with skills-based hiring by dropping degree requirements and other credentials in job postings to unlock new talent populations. However, a fully-realized skills-based hiring approach demands deep change in talent processes and hiring manager practices. To this point, most organizations have been unable to weave this method into the fabric of their talent strategy. Joseph Fuller, professor at Harvard Business School, rejoins the Talent Angle to discuss his latest research: “Skills-Based Hiring: The Long Road from Pronouncements to Practice.” Joseph shares data to show the extent to which skills-based hiring commitments have translated to meaningful action, and offers practical guidance to help organizations broaden the aperture of their talent pools. Joseph Fuller is a professor of management practice in general management at Harvard Business School and co-leads the school's initiative, Managing the Future of Work. He founded the consulting firm Monitor Group, now Monitor Deloitte, and has worked with senior executives and policymakers on a wide variety of issues related to corporate strategy and national competitiveness. Dion Love is a vice president of research and advisory services at Gartner. Dion is a labor market expert, focusing on global labor market trends and what they mean for organizations' talent and business strategies, as well as broader social and economic issues. In his work at Gartner, Dion advises clients on key aspects of talent acquisition, including talent acquisition function planning and management, talent needs definition and internal recruiting, employment branding and recruitment marketing, and talent sourcing and selection. He has co-authored more than 12 strategic research studies at Gartner. His work has been featured in the Harvard Business Review and industry publications, as well as Gartner HR Leaders Monthly and Smarter With Gartner.

Stephen (Steve) Wyatt is the Professor of Leadership at the University of Bath as well as the founder and lead consultant at Corporate Rebirth.   He is author of four books, the two most recent being 'Antidote to the Crisis of Leadership' (April 2024, Degruyter) and 'Management & Leadership in the 4th Industrial Revolution' (Nov. 2020, Kogan Page).    His perspective on leadership whilst refined through rigorous research is also informed by his direct personal experiences.   Prof. Steve previously lived in Asia leading, founding and building several enterprises as well as advising governments and companies through his roles as Regional Managing Partner at Monitor (Deloitte) and at Heidrick & Struggles (Leadership Consulting).   Notable in his national policy work has been revitalisation, growth and navigating significant unfolding changes in sectors including HealthCare, Tourism, Retail and Media. His corporate work has mainly focused on transformation to thrive in the dynamic 4th Industrial Revolution and managing international growth and complexity.   His most recognised personal venture is the introduction of the sport of polo to mainland China (taking the ‘Sport of Kings to Communist China'), where he founded the legendary Nine-Dragons Hill Polo Club and inaugurated the Gold Cup international polo tournament under the umbrella of the International Federation of Polo.   Prof. Steve's approach is to partner with leadership teams in a process that holistically reimagines complex systems such that they are future-fit; embracing multiple stakeholders with divergent perspectives to create break-through insights and ideas and then to navigate adaptive change journeys whilst building the capacity and expectation of ongoing evolution.   Steve currently lives in Bath whilst continuing to provide consulting support globally.   His two most recent books are available from Amazon. In this episode you will hear:   00:00:00 Intro 00:08:15 the tapestry of leadership 00:13:10 the crisis of leadership 00:24:18 leading with values 00:29:21 bringing Polo to China 00:34:45 corporate leadership support 00:47:43 leadership mindset axioms 00:59:02 the war for talent is over and nobody won 01:03:26 Prof. Stephen's Heartprint   Those with ears, let them hear.   Always love Ryan     Connect with Prof. Stephen   Website: https://www.corporaterebirth.com/ LinkedIn: https://www.linkedin.com/in/stephen-steve-wyatt-b81521/ Connect with Always Better than Yesterday   Website: https://abty.co.uk/ Instagram: https://www.instagram.com/alwaysbetterthanyesterdayuk/ LinkedIn: https://www.linkedin.com/company/abty/ Facebook Community: https://www.facebook.com/groups/weareabty Join our mail list here for exclusive content here: https://abty.co.uk/contact     Sign up for our coaching here: https://abty.co.uk/coaching Thank you to our supporters Exhale Healthy Coffee.   Exhale is the first coffee to be sourced, roasted and lab tested specifically to maximise its antioxidant and anti-inflammatory potency.   An independent lab test showed one cup of Exhale coffee has the same antioxidant power as 1.8kg of blueberries or 55 oranges!   Get £10 off your first bag when you visit https://exhalecoffee.com/abty   Please email your questions and comments to podcast@abty.co.uk   #Leadership #LeadershipCrisis #ProfStephenWyatt

Dr. Thomas (Tom) Nagle founded the Strategic Pricing Group (now part of Monitor Deloitte) in 1987 soon after publication of the first edition of The Strategy and Tactics of Pricing. For more than three decades, he has advised companies, primarily in B-to-B markets, on how to manage more profitably the five elements of pricing strategy: Value Creation, Value Communication, Price Structure, Pricing Policy, and Competitive Price Setting. In this episode, Tom shares how value is perceived and measured by customers, emphasizing the distinction between economic value and willingness to pay. He also delves into the complexities of pricing negotiations, highlighting the importance of understanding customer perceptions and effectively communicating the impact of products or services on their business outcomes.    Why you have to check out today's podcast: Understand the intricacies of value-based pricing, distinguishing between economic value and willingness to pay, and providing real-life examples illustrating these concepts effectively Delve into these two critical decisions buyers make to help you better understand and influence customer purchasing behaviors Find out practical advice on handling price negotiations, emphasizing the importance of "gives and gets" and strategies to avoid undermining your pricing integrity   "Don't ever believe what the customer is telling you upfront about what their value is. They may believe it, but they don't know the impact." - Tom Nagle   Topics Covered: 01:29 - His early experiences with pricing influenced by his grandmother and how he got into pricing professionally 03:16 - How it is more effective to focus on market response to price changes and gather qualitative insights from clients than just precisely measuring elasticity 08:49 - Important thoughts on why pricing didn't matter much then before its deregulation 11:28 - Explaining the concepts of value and value-based pricing with an example illustrating the point 16:56 - The need to create policies to maintain price integrity and managing negotiations to prevent undermining value capture 23:25 - Discussing the concept of value-based pricing and sharing an insightful example where a service's value was evaluated against the status quo rather than a competitor 26:16 - Tom's best pricing advice   Key Takeaways: "The goal is not to try to put a line between them that's a weighted average of the high prices and the low prices, and call it a demand curve. The goal is to figure out why we have all this variation and use that variation to create segments that eliminate the trade off between price and volume." - Tom Nagle "The value isn't in the product. You can study the product from now until kingdom come, and you are never going to understand the value by studying the product. You have to study how the products' benefits impact the customer's income statement." - Tom Nagle   People/Resources Mentioned: Financial Analysis for Profit-Driven Pricing: https://sloanreview.mit.edu/article/financial-analysis-for-profitdriven-pricing/ Walmart: https://www.walmart.com DuPont: https://www.dupont.com Malcolm Baldrige National Quality Award: http://asq.org/quality-resources/malcolm-baldrige-national-quality-award   Connect with Tom Nagle: LinkedIn: https://www.linkedin.com/in/thomas-tom-nagle Email: thomasnaglephd@gmail.com   Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving/ Email: mark@impactpricing.com  

What responsibility do small insurance firms have to implement sustainable practices, and encourage their clients to do the same? What initiatives can SMEs put in place to cut down on their carbon footprint without compromising their bottom line? Or is a transition towards sustainable efforts ultimately commercially beneficial? At Macaii we believe that podcasting is the best way to learn, and this episode of Changing the Conversation is a testament to that endeavour. We are thrilled to be speaking with Gillie Fairbrother and Mike Wrathall in a highly engaging and informative episode covering the importance of embracing sustainable practices as an industry, and the practical steps smaller firms can take to do so. This conversation cuts through the buzzwords and vague broad strokes discussions about a need to create change, highlighting the profound responsibility and the various opportunities that sustainability represents for our industry.   Quote of the Episode “The insurance industry as a whole has a massive role to play in sustainability. It's an investor. It's one of the biggest investor groups in the world. It's an enabler of business. So, whether you're an oil rig or a new wind farm, you need insurance to get that project off the ground. What the insurance industry chooses to insure is what happens, effectively. So, if the industry moves away from insuring so-called ‘dirty economy' things over a period of time and moves towards insuring new areas that are breaking ground, it can really enable those new areas, new climate technologies to get off the ground, and it can help phase out the other areas.”   When assessing our sustainable responsibilities as an industry, it is key that we examine not only the direct, first-hand carbon footprint of our own businesses, but also those of our clients. By insuring our clients' businesses, we are effectively interconnected with their sustainable efforts, or lack thereof. By insuring businesses that deploy or harvest fossil fuels, we enable them and must take some responsibility for the damage they cause to our environment. Equally, this presents an opportunity. If we can encourage our clients to transition towards new practices and green technologies, we can precipitate extensive, sustainable change across an array of businesses, industries and economies.   Key Takeaways As an industry, we have the power to nudge the business community in the right direction with regards to sustainability. We can use policy terms to behaviourally transition clients away from outdated practices, ratcheting premiums up and down in response to sustainable endeavours. Yet, whilst we undoubtedly hold significant power in the sustainability conversation as an industry overall, our economy is primarily comprised of small businesses (99%) which may feel somewhat powerless to contribute anything significant beyond compliance with sustainability regulations. The same is true for small insurance firms. Both Gillie and Mike affirm that firstly, it is key to identify what your business' exposure is, and identify where to play in the sustainability space. Could your business cover a new or growing area, such as climate tech or wind farms? Can you incorporate sustainable efforts into your policies to encourage good behaviours in your clients?   Ultimately, our industry aims to make its clients' businesses more viable and successful. If we are to encourage sustainable efforts in our clients, it is key to identify and illuminate the demonstrably positive impact of such practices on their bottom line. There will always be a range of client needs with regards to sustainability, with some simply wishing to comply with regulations, and others aiming to positively impact the planet through their work. Wherever our clients fall on that gradient of ambition, articulating the opportunity for their bottom line will always help to push them up that curve. Not only is sustainability ultimately a profitable enterprise. We are now at a stage economically where sustainable practices cannot simply be considered a tick-box ethical business practice exercise. A failure to implement these broadly across insurance and into the businesses we support as an industry will lead to catastrophic economic consequences in the not-too-distant future. As Mike argues, ‘the only real growth story for the economies and businesses of the century is going to be a sustainable one'.   Mike notes that we ultimately need to create a circular, regenerative global economy which forefronts sustainability. This will be highly reliant on digital connection, supplanted by an array of climate technologies that will become increasingly significant in years to come. In 2018, 9.1% of the world's economy was circular, but in 2023, this had fallen to 7.2%. We cannot afford to go backwards. Ultimately, the insurance industry will bear the brunt when climate disaster strikes. We have a responsibility and a clear business incentive to be ahead of the curve and encourage our clients towards sustainable practices, today.     Best Moments/Key Quotes “We [Davies Group] are actually rebranding to responsible business. But I'm very much keeping that in the background. Like our pillars don't change. We've always aligned with people, planet, and our purpose which aligns with ESG. But it's still everything we're doing as a business and our commitments aren't changing. Let's just get rid of the noise and get on with the work.”   “We have an opportunity as an industry to drive change. But it's hard for businesses to go ahead of regulation. And are we getting the right regulation?”   ‘Digital connection is absolutely essential for the move to anything like a circular economy.'   Resources Larry Fink's 2024 Annual Chairman's Letter - https://www.blackrock.com/corporate/investor-relations/larry-fink-annual-chairmans-letter The Circularity Gap Report 2023 - https://www.circularity-gap.world/2023   About the Guest Gillie Fairbrother is the Director of ESG at Davies Group, a professional services business which provides support to the insurance industry. Gillie's LinkedIn Profile: https://www.linkedin.com/in/gillie-fairbrother-2723a320b/   Mike Wrathall is an independent consultant working across sustainability and digital. His background is in digital transformation and sustainability strategy, having previously worked in Monitor Deloitte's sustainability and climate strategy team. Mike's LinkedIn Profile: https://www.linkedin.com/in/michael-wrathall-03880a67/   About the Host Sarah Myerscough is the Chief Ideas Officer at Macaii, formerly Boston Tullis. She hosts/co-hosts several podcasts and is known for her knack in connecting with people. Sarah excels in bringing out the best for video, podcast, and live events, helping clients showcase the human side of their business. Sarah is passionate about the evolving dynamics of the insurance industry and enjoys conversing with innovators, trailblazers, and long-term advocates of change. Website: www.macaii.co.uk    

Get fast-tracked into the world of the science of food with the March 2024 episodes of IFT's Omnivore podcast. Dr. Jacob Bruun-Jensen, strategy principal, consumer industry with Monitor Deloitte, talks about the challenges of achieving compliance with FDA's Food Traceability Rule. Director of science at Tufts Cellular Agriculture Commercialization Lab and entrepreneur-in-residence Andrew Stout explains … Continue reading EP 32: Hurdling FSMA 204 Challenges, Tufts Cultured Meat Research, Australia Innovation Hotspot →

Today's guests are Karl Hersch, Vice Chairman and leader of Deloitte's US Insurance practice, and Sandee Suhrada, Partner at Monitor Deloitte leading AI for Insurance. They join Emerj CEO and Head of Research Daniel Faggella on today's podcast to discuss the opportunity space in insurance, highlighting the integration of automation and potential value for business creation. Throughout the episode, the pair underscore incoming changes to underwriting and customer engagement workflows, focusing on performance, productivity, and efficiency plays over the next three years. This episode is sponsored by Deloitte. Learn how brands work with Emerj and other Emerj Media options at emerj.com/ad1.

Ep 217 Silicon Valley and The Middle East with Fouad Alnazawi and Stephanie Richards Guests: Fouad Alnazawi and Stephanie Richards Topic: Exploring the unique challenges and opportunities for startups in Silicon Valley and Saudi Arabia, and how collaboration between these two regions can drive innovation and growth. Intro: Briefly introduce the hosts and the episode's topic. Highlight the expertise of the guests, Fouad Alnazawi and Stephanie Richards, in the startup ecosystems of Saudi Arabia and Silicon Valley respectively. Career Journeys and Regional Insights: Invite Fouad and Stephanie to share their career paths and experiences in the startup scene. Discuss the distinct strengths and challenges faced by startups in Saudi Arabia compared to Silicon Valley. Venture Capital Landscape and Investment Strategies : Compare the availability of venture capital and investment opportunities in both regions. Explore the differences in investment styles and priorities between Silicon Valley and Saudi Arabia. Discuss the role of angel groups and recent developments in the funding ecosystems. Growth Trajectory and Global Collaboration: Analyze the typical growth trajectory of startups in Saudi Arabia and their preferred expansion strategies. Emphasize the importance of global collaboration and partnerships for startups in today's interconnected world. Discuss the potential benefits and opportunities of connecting startup ecosystems on a global scale. International Collaboration and Initiatives: Highlight existing initiatives or programs in both regions that promote international collaboration among entrepreneurs and tech companies. Share specific examples of successful collaborations between startups from Silicon Valley and Saudi Arabia. Regulatory Considerations and Areas of Collaboration: Discuss the regulatory landscape for startups in Saudi Arabia and potential challenges entrepreneurs might face. Identify areas where Silicon Valley and Saudi Arabia can collaborate more effectively to drive innovation and growth. Challenges and Success Stories: Invite Fouad and Stephanie to share personal challenges they have encountered in their roles and how they overcame them. Discuss their approach to measuring the success of companies they work with. Share inspiring examples of successful startups that have emerged from Saudi Arabia and the problems they solve. Connecting with the Guests and Conclusion: Provide information on how listeners can learn more about Fouad, Stephanie, and their work. Briefly summarize the key takeaways from the discussion and reiterate the importance of collaboration between startup ecosystems. Additional Questions: Discuss the current emphasis on fostering innovation and entrepreneurship in Saudi Arabia and its potential impact. Explore the role of universities and research institutions in supporting the local startup ecosystem.   Foaud Alnazawi Bio   https://www.linkedin.com/in/fouad-alnazawi-a1175712/   Foaud is the Managing Director of Lamarka Consulting Services   Lamarka is a consultancy firm that provides range of services; we have been helping visionary leaders to unleash growth and development by Crafting Winning Strategies and Implementing them. Lamarka is a group that has 2 companies; Lamarka Consulting Services and Lamarka 700. We offer range of services for our clients to improve their businesses and take it to the next level. Our purpose is to inspire companies and individuals to achieve their highest potential. Our core values are: Elevation of Standards Dreams, Creativity and Innovation Integrity Encouragement of individual initiatives Stephanie Richards https://www.linkedin.com/in/stephanieerichards/   Stephanie has 20 years of experience at the intersection of national economic development and innovation ecosystems. She focuses on the strategy, policy, intelligent capital and international connectivity needed to accelerate young innovation and startup environments.  With a background in economics, strategy consulting, entrepreneurship and venture capital, and following nearly a decade as a Middle East and North Africa (MENA) emerging markets and economic development specialist at Monitor Group (subsequently Monitor Deloitte), Stephanie founded her own firm in 2013. She advises and partners with mission-aligned venture capital funds, ecosystem builders, academic institutions and government entities to ensure that pioneering IP, innovation and technologies find a path to international markets and global impact. Stephanie has a particular passion for mentoring researcher-entrepreneurs, building innovator-founder communities, and supporting innovation commercialization and ecosystemic transitions from shallower tech to deeper tech. She serves as an advisory board member, mentor and investor for numerous startups and early-stage companies, and is a business supervisor, guest speaker and regular mentor for entrepreneurial talent at the University of Cambridge Judge Business School. Having been based in MENA since 2005, Stephanie now divides her time between the GCC, the UK (London and Cambridge) and North America (primarily Silicon Valley), actively working to improve collaboration between the diverse set of innovation communities on all three continents.

La última hora de Capital Intereconomía la empezamos con nuestros Desayunos, donde nos acompaña Cristina Sancho, presidenta de EJE&CON y de la Fundación Aranzadi La Ley. Y terminamos con nuestro "Digital Business", primero con Paco González, Ceo en Core Capital; y después nos acompañan Juan José Gutiérrez, director de Servicios Tecnológicos de Cecabank; Arturo González Mac Dowell, presidente de AEFI; y Gorka Briones, socio responsable de Monitor Deloitte en España.

Managing Director of Monitor Deloitte, Mathias Cousin, shares the advancements of the BioP2P network that is ensuring the health of the bio-manufacturing sector for sustainable food systems transformation. It's another fascinating episode of The Plantbased Business Hour. Subscribe! For plant-based media/branding consulting and public speaking, reach out at elysabeth@elysabethalfano.com. For more information, visit ElysabethAlfano.com. For more information, visit ElysabethAlfano.com. Connect with Elysabeth on Linked in here: https://www.linkedin.com/in/elysabeth-alfano-8b370b7/ For more PBH, visit ElysabethAlfano.com/Plantbased-Business-Hour.

Managing Director of Monitor Deloitte, Mathias Cousin, shares the advancements of the BioP2P network that is ensuring the health of the bio-manufacturing sector for sustainable food systems transformation. It's another fascinating episode of The Plantbased Business Hour. Subscribe! For plant-based media/branding consulting and public speaking, reach out at elysabeth@elysabethalfano.com. For more information, visit ElysabethAlfano.com. For more information, visit ElysabethAlfano.com. Connect with Elysabeth on Linked in here: https://www.linkedin.com/in/elysabeth-alfano-8b370b7/ For more PBH, visit ElysabethAlfano.com/Plantbased-Business-Hour.

Elena Martín Ortiz is an accomplished padel player who was highly ranked in the WPT predecessor, the Opel Padel Tour, and has represented (and won with) Catalonia in the Spanish team championships. She is also a senior manager at Monitor Deloitte, the multinational strategy consulting practice of Deloitte Consulting. In this role, Elena is coauthor of the 2023 Global Padel Report, published in collaboration with Playtomic. In this conversation, we discuss Elena's life as a padel player, her best shots and funniest moments. We also discuss the state of padel worldwide, the unique Swedish case, and the global prospects.   If you've got comments or questions you'd like to see answered, send your email or, better yet, an audio file to nminterdial@gmail.com. You can always comment on the post with the full show notes (and transcript) on minterdial.com. And if you liked the podcast, please take a moment to go over to Apple Podcast, Spotify, or your favourite podcast channel, to rate/review the show. Otherwise, you can follow the Joy of Padel on social: @joyofpadel on X/Twitter and Instagram. There's also a YouTube page. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of the User Friendly podcast, Thomas Kim (TK), Director of Product Management – Creator Monetization at YouTube and Dennis Ortiz, Principal at Monitor Deloitte and US Advertising, Publishing, Social Media, and Platforms sector leader, join host Hanish Patel. They explore how creator economy platforms can support and encourage creators by providing opportunities for monetization and building loyalty, while prioritizing transparency and trust. They also consider the impact of generative AI on creator economy growth.

Digitale Transformation - Wunderheilmittel oder überbewertet? Das wurde Tim Bottke von einem seiner Kunden gefragt und hat daraufhin beschlossen das Thema genauer zu untersuchen. Er schaut hinter die ganzen Buzzwords und hat untersucht was eine erfolgreiche Transformation ausmacht. Warum scheitern digitale Transformationsprozesse? Wie können Wettbewerbsvorteile durch digitale Transformation entstehen? Was haben die Unternehmen mit dem größten Payback gemeinsam? Tim Bottke ist Senior Strategy Partner bei Monitor Deloitte und außerordentlicher Professor für Strategie und digitale Transformation an der SDA Bocconi, einer Financial Times/Forbes/Bloomberg Businessweek Top-Five European Business School. Er verfügt über mehr als 22 Jahre Erfahrung in der Top-Management-Beratung und (digitalen) Transformation bei zwei globalen Strategie-Boutiquen und Deloitte und hat mit Kunden in mehr als 20 Ländern zusammengearbeitet. Details zu Tims Buch: Digital Transformation Payday: Navigate the Hype, Lower the Risks, Increase Return on Investments https://www2.deloitte.com/content/dam/Deloitte/global/Documents/gx-dt-payday-preview.pdf Zu den PakCon Tickets: https://knowledge-conference.project-a.com/

Harvard Business School professor Joseph Fuller joins the Gartner Talent Angle podcast to share the latest insights from his white paper, “Hidden Talent: Untapped Talent.” Fuller explains why fitting candidates are  consistently overlooked by recruiting technology. He shares solutions for uncovering these workers, and argues why senior leaders play a critical role in ensuring the success of the hidden talent pipeline. Joseph Fuller is a Professor of Management Practice in General Management at Harvard Business School and co-leads the school's initiative, Managing the Future of Work. He graduated from Harvard Business School in 1981 and founded the consulting firm, Monitor Group, now Monitor-Deloitte. During his three decades in consulting, Fuller worked with senior executives and policymakers on a wide variety of issues related to corporate strategy and national competitiveness. *This episode is an excerpt taken from our 2022 interview.

Noam Tomaschoff: Writer & Performer Noam's love for musicals came at the tender age of twelve, with his unforgettable performance as “Sam” in Camp Wahanowin's production of Mamma Mia. From there, he made his best friends through musicals at high school, including this show's composer, Ryan Peters; Producer, Russell Citron, and music arranger, Ben Deverett! After a sold-out run of the musical they all wrote together in Grade 12, Just A Regular Day, Noam studied drama at NYU's Tisch School, and after graduation, went on tour with TheatreWorks USA as “Farmer Brown” in the award-winning children's classic, Click Clack Moo. After moving to Los Angeles in 2017, he wrote and directed the feature film Tankhouse, starring Richard Kind and Christopher Lloyd (from Back to the Future!), which was a semi-autobiographical love letter to theatre and theatre kids. Tankhouse was distributed by Vertical Entertainment and released in 2022.  Ryan Peters: Composer Ryan Peters is a High School Drama and English teacher living in Toronto. Although his days performing onstage are likely behind him, Ryan has performed in musicals such as Cabaret, Kiss of the SpiderWoman, Into the Woods, Company, and The Last Five Years. In his spare time, he enjoys team-building, song-leading, and composing musicals about his close friends' life-altering genetic discoveries. Ryan is thrilled to have the opportunity to work with his childhood and extremely talented friends on this meaningful project — their first musical theatre collaboration since High School. He can't wait to share it with all of you! Russell Citron: Producer Russell Citron is an entrepreneur and Harvard MBA who is thrilled to be working with his high school friends to bring this musical to life. Russell's theatrical history began (and peaked) in elementary school, with his performance as Simba in the Lion King and Thenardier in Les Miserables. It was mostly downhill from there, as his more talented friends Noam and Ryan took the lead roles and sent him to perform as secondary characters, like Benny in RENT, which he played (and loved) in three different shows. Russell has taken a few vocal lessons here and there and still somehow believes that he will perform on Broadway one day. Outside of theatre, Russell was the founder & CEO of CrowdChange, a fundraising technology company. He is also the co-founder of Feed the Deed, a viral social media campaign spreading 10,000+ acts of kindness across the world. Prior to CrowdChange, Russell was a management consultant at Monitor Group and Monitor Deloitte. He hasn't produced a musical since their “five-pack” of high school friends co-produced their original musical, Just a Regular Day, but he has been dreaming of the day the group would get back together and is excited that it finally has come. He can't wait for opening night and the journey ahead OUR LITTLE SECRET: THE 23&ME MUSICAL is the hilarious, moving, and completely true story of Noam Tomaschoff's discovery that he wasn't an only child, and he actually had more than 35 siblings around the world.  ​ With a deft blend of comedy, drama, and wide ranging musical styles, Noam takes the audience on the roller coaster ride of emotions and discovery that he experienced over this past year, ending with a message of optimism that is sure to make you hold your family just a little bit tighter. https://www.ourlittlesecretmusical.com/ “Brothers” Song preview video https://vimeo.com/834135156?share=copy

Climate Change is impacting the entire world population adversely. Mankind, for the longest time, has focussed on material growth, completely neglecting the environment that enables him to grow. In today's episode, we discuss the urgency of adopting sustainable practices and how the sustainable approach benefits us in the longer run, allowing us to still run and chase our dreams. Tune in now to learn how your dreams of high profits should not adversely impact the environment. [00:29] - About Helena Nordstrom Helena is the head of Sustainability, Strategy, and Transformation for Monitor Deloitte in Sweden. Helena has studied electrical engineering with a nuclear physics focus. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

Welcome to an episode with the author of Digital Transformation Payday, Tim Bottke. Why do companies embark on digital transformation? Is it because they need it? Or is it because it's the trend? In this episode, we deep dived into the world of digital transformation. We discussed the common mistakes companies make when pursuing digital transformation and the rationale that CEOs and leaders must have to succeed in this endeavor. Tim Bottke is a senior Strategy Partner at Monitor Deloitte and an Associate Professor for Strategy and Digital Transformation at SDA Bocconi, a Financial Times, Forbes, and Bloomberg Businessweek top five European business school. He has more than 22 years of top management consulting and digital transformation experience from two global strategy boutiques and Deloitte, working with clients in more than 20 countries. Digital Transformation Payday: Navigate the Hype, Lower the Risks, Increase Return on Investments. Tim Bottke Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Gościem sto szóstego odcinka mojej audycji jest Tim Bottke- Senior Strategy Partner w Monitor Deloitte oraz profesor nadzwyczajny ds. strategii i transformacji cyfrowej w SDA Bocconi.

Today, on the Tech Talks Daily Podcast, I am diving into the world of digital business transformation with Tim Bottke, senior Strategy Partner at Monitor Deloitte and Associate Professor for Strategy and Digital Transformation at SDA Bocconi business school. Years after companies spend millions of dollars on digital transformations, their investors often ask why there's no return on investment. It's not that digital transformations are a waste but that companies haven't designed them to maximize value. As a result, they overpay and get no payback. However, Digital Transformation Payday: Navigate the Hype, Lower the Risks, Increase Return on Investments, Tim's new book, delivers a provocative new perspective on digital business transformation. As businesses are faced with doing more with less, every tech project must face scrutiny on the value it offers. With this in mind, Tim shares a proven framework for defining any company's next digital transformation effort from end to end, ensuring maximum return on investment and value. In addition, Tim shares how to design digital transformations to maximize value, lower risk, and navigate the hype. Join us as we explore how to ensure a return on investment and value, no matter the scale of your business or industry. And get ready to buckle up tight for a deep dive into the world of digital transformation with Tim Bottke. Tim Bottke is a senior Strategy Partner at Monitor Deloitte and an Associate Professor for Strategy and Digital Transformation at SDA Bocconi, a Financial Times/Forbes/Bloomberg Businessweek Top-Five European business school. He has more than 22 years of top management consulting and (digital) transformation experience from two global strategy boutiques and Deloitte, working with clients in more than 20 countries. Sponsored VPN Offer https://www.piavpn.com/techtalksdaily

Years after companies spend millions of dollars on digital transformations, their investors ask why there's no return on investment. It's not that digital transformations are a waste, but that companies haven't designed them to maximize value. They overpay and get no payback. I've worked at companies who might fall into that category, so I know the struggle is real!In a fantastic, incredibly useful book that came out in December, Digital Transformation Payday: Navigate the Hype, Lower the Risks, Increase Return on Investments, Tim Bottke, senior Strategy Partner at Monitor Deloitte and Associate Professor for Strategy and Digital Transformation at SDA Bocconi business school—that's one of Europe's top B-Schools for all you Americans out there—delivers a provocative new perspective on digital business transformation—using research to get beyond the hype and uncover its real financial payback.This is a book that gives you a legit framework for defining a company's next digital transformation effort end to end to ensure maximum return on investment and value—and I loved that Tim wrote this book with a very specific audience in mind who know how critical digital transformation is to developing the future state of a company.As always, we welcome your feedback. Please make sure to subscribe, rate, and review on Apple Podcasts, Spotify, Stitcher, and Google Play - and make sure to follow us on Facebook and LinkedIn!

Welcome to Strategy Skills episode 316, an episode with the author of Digital Transformation Payday, Tim Bottke. Why do companies embark on digital transformation? Is it because they need it? Or is it because it's the trend? In this episode, we deep dived into the world of digital transformation. We discussed the common mistakes companies make when pursuing digital transformation and the rationale that CEOs and leaders must have to succeed in this endeavor. Tim Bottke is a senior Strategy Partner at Monitor Deloitte and an Associate Professor for Strategy and Digital Transformation at SDA Bocconi, a Financial Times, Forbes, and Bloomberg Businessweek top five European business school. He has more than 22 years of top management consulting and digital transformation experience from two global strategy boutiques and Deloitte, working with clients in more than 20 countries. Digital Transformation Payday: Navigate the Hype, Lower the Risks, Increase Return on Investments. Tim Bottke Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Tim Bottke is senior Strategy Partner at Monitor Deloitte and Associate Professor for Strategy and Digital Transformation at SDA Bocconi business school.In this episode, we talk about how businesses can get actual financial return on investment out of their digital transformation efforts. We support the discussion with insights from Tim's recently published book Digital Transformation Payday: Navigate the Hype, Lower the Risks, Increase Return on Investments, which hit the number two spot on the WSJ bestseller list mere days after its release.Links & mentions:digitaltransformationpayday.comamazon.com/dp/1119894174

Harvard Business School professor Joseph Fuller joins the Gartner Talent Angle podcast to share the latest insights from his white paper, “Hidden Talent: Untapped Talent.” Fuller explains why fitting candidates are  consistently overlooked by recruiting technology. He shares solutions for uncovering these workers, and argues why senior leaders play a critical role in ensuring the success of the hidden talent pipeline. Joseph Fuller is a Professor of Management Practice in General Management at Harvard Business School and co-leads the school's initiative, Managing the Future of Work. He graduated from Harvard Business School in 1981 and founded the consulting firm, Monitor Group, now Monitor-Deloitte. During his three decades in consulting, Fuller worked with senior executives and policymakers on a wide variety of issues related to corporate strategy and national competitiveness. *This episode was originally released in 2022.

On this week's episode of Inside Outside Innovation, we sit down with Tim Bottke, author of the new book Digital Transformation Payday. Tim and I talk about the challenges of digital transformation initiatives and how companies can better approach the implementation and measurement of them. Let's get started.Inside Outside Innovation is the podcast to help new innovators navigate what's next. Each week we'll give you a front row seat into what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best in the brightest, innovators, entrepreneurs, and pioneering businesses. It's time to get started.Interview Transcript with Tim Bottke, Senior Strategy Partner at Monitor Deloitte and Author of Digital Transformation PaydayBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger, and as always, we have another amazing guest. Today we have Tim Bottke. He is Senior Strategy Partner at Monitor Deloitte, and author of the new book Digital Transformation Payday: Navigate the Hype, Lower the Risks, Increase Return on Investments. Welcome to the show, Tim. Tim Bottke: Hi Brian.Brian Ardinger: Tim, I am excited to have you on the show. You've got a very interesting book about digital transformation. What is digital transformation? Tim Bottke: You know what the funny thing is. Like over these four years of research, which I spent preparing, the book. Became clear, there is just no single universally agreed definition of what digital transformation is. And that's driven by the fact that so many different interest groups have worked on the topic. Each with their own agenda.And very often you'll find that the key word in this term is transformation. And digital, it should be it, it is not always like that should be means to an end, which is transforming. And transformation is also no objective by itself. It needs to happen to make sure that a strategy is established, which helps companies win in the marketplace.And very often you see with clients and also all the companies I researched for the book, that people transform but don't know what to transform to. And that's why people often ask for a definition. And the definition is it's about a transformation with the objective of being able to have sustainable success in the marketplace. And digital is a tool to do that. There are many others. Brian Ardinger: Well, I'd love to get a little bit more background on like, how did you get involved in digital transformation and the research that you've been doing on it? What got you excited about it and how did you get your expertise? Tim Bottke: I've been a consultant now for more than 20 years. And like transformation was always a topic in all these times. Whenever I had, we had the early stage, we had the e-commerce boom. I've been in all these faces, and I work in the TMT industry mostly, so, which has always been more digital. At least that's what we believe than many other industries. And that's why with all these companies going up, down, growing, being restructured, transformation has always been there. So it has always been a key interest area I've had. And that's why when the digital transformation hype and I'll call it came up, it has come up several times. It just became the core of my work because there was no transformation where there was no digital inside. And then I had, I still remember this meeting with a dear, really dear client of mine, a CEO who basically said, look Tim, two more years as a CEO in this company. Maybe three. I want to do bigger things. We both know I need to transform this company. Digital transformation is the term. It costs half a billion, and I'm sure I would not see any single benefit while I'm still the CEO. Is it not a better idea if I start wearing jeans and trainers? As of next week, I make my investor relations team paint our annual report with a lot of digital AI, whatever the term is.I invest 50 million in this case, in major startup city of the country, put an incubator and then have some innovation speeches written for me, et cetera. Is that not better and safer for my career? Tell me if I go the other route, what will shareholders benefit really? Please tell me and had no answer.And you know how frustrating that is. At least to me. It was when I couldn't really give a good answer. And it was also clear that mumbling along, throwing a few buzz words wouldn't solve it. So, I went on a quest to solve it. I first started internally. Then no one had the patience to really dig into it because it was, you know, everyone was running high speed digital transformation project after project.No one wanted to question the bigger theme of value, et cetera. But I still got the go from our leadership to work on it by myself. So, I went back to academia. I found out no one has solved it there either, even though IT transformation, you know, has been a trend for long time. IT value has been assessed in hundreds of articles and books, but it didn't ever jump over to digital.It was rather the claim people saying, no, these rules do no longer apply. Now it's digital. We don't need KPIs. It's all about scale. It's all about different KPIs. It's let's be Agile. Look, all these things. And then I started saying look, there needs to be a data driven answer. And that took me some time because I also had a job to do in parallel. I'm still a consultant after all, but I fixed it. I solved it. And that's where this book came from. Brian Ardinger: Yeah. My understanding, you spent about four years researching it, and looking at different ways companies are approaching digital innovation and that. So maybe we'll start with the question, you know, where do companies get digital transformation wrong? You know, what does the research show? What are some of the pitfalls that people are encountering? Tim Bottke: The good thing is I think there is just one single pitfall everyone needs to be aware of. That digital transformation is an end-to-end journey. And no matter what you do. And I have a framework in my book, which is explaining a bit what end-to-end means. But wherever you start, you need to be sure that you know where you want to get. So very often the key thing that companies get wrong is they believe they need a digital strategy, but they don't from my perspective. What they need is a strategy, a strategy to win in the marketplace. And very often in current times, digital can play a key role in it. But they often think if they implement the coolest new CRM system cloud-based with AI supported analysis engines inside. I think the two of us could throw buzzwords now for the next 10 minutes. That this will change anything in terms of success for them in the marketplace. But it doesn't because very often all competitors work on similar things. They very often even use the same software. So, they have the same systems. Often in a few cases, even the same consultants with Chinese walls or whatever.But so they will never end up in a place where when they finish and they never do, they will be better off compared to where they were before, vis-a-vis competition. They might be a better company, more efficient, leaner, faster, but what if all your competitors do the same faster at the same speed? Then you end up in the same market position and you really have to know what you do all this for. So, to answer your question, there's one single thing which is lack of strategy. Lack of end-to-end view. Brian Ardinger: Are you seeing that happen primarily because digital transformation seems to be driven by different parts of their organizations? Or maybe what are you seeing when it comes to how companies are approaching this? Is it from the standpoint of, well, we need a cloud strategy, or we need blockchain, or marketing's driving it because of whatever. What are you seeing in that space? Tim Bottke: That's exactly true. We, as Deloitte, and I strongly believe that this is the reason why it's a CEO topic. And it should be CEO topic. And the CEOs these days, they don't need to understand everything in deep detail in terms of what digital is and what technology's behind.But their task is to get all this complexity under control and have one shared picture of where they're heading. And I've had discussions with clients very often. They say, Tim, I don't want to know what this software can do. Or yeah, I can talk about AI for a minute, but I don't want to know really how natural language processing works and what does it do and machine learning. Yes, I can, I don't know. Then I usually would say, yes, you don't have to know, but you have to know enough that you can get things together in a way that they make your company move. Because very often, as you said, there are silos, there are pilots. Then, I don't know, for robotics process automation, I've seen that there is a pilot. Everyone is excited, and then after a few months they find out that actually the pilot was so great because it was selecting a process in the company, which doesn't scale. But one where it worked nicely. And then they save, I don't know, the equivalent of 10 FTEs. They can put that capacity somewhere else, and then they find out that they have 30,000 employees and that these 10 really don't make any difference for anyone at any point in time. Brian Ardinger: So where do you think companies should start? Maybe even to the standpoint of maybe the CEO's not even convinced yet. Are there things that the average user within a company can start thinking about talking about or, or moving the needle towards, when it comes to digital transformation?Tim Bottke: It's very hard to say. There's no one common theme where you say you should start there. So, these days, very often we see that people believe that the people side of things is crucial. So, you have all these Agile coaching. You start learning how to work Agile. You do agile workshops, and yes, that's a good starting point. But as I said before, it's all about the end-to-end picture.It won't help if you're not able to select the right technologies. If you are not able to find the right vendor. If you don't know how the benefits were really materialized. If you do not simplify your business model, but just replicate what you have. As the framework in the book shows, you can start somewhere at the frontier, as I call it.So, in easy place of the company where everyone is just by definition, wearing jeans and trainers and it's all cool and Agile and design thinking, you know. It's, it's all very, very helpful tools. But I've seen many times that this is working very nicely in this little remote outpost, and it never gets back into the core of the real business.So, if you start somewhere in a certain pocket, then there needs to be a plan, how to make that work at scale and at impact in the core business. If you believe your core business has a reason to exist. There are also some companies where that needs to be restructured and dismantled at some point in time.But even though many books and articles say so that happens less often than you think. There's always a core in the company, which is worth protecting, at least in many businesses. And it's not really like you can just, it's a great idea, that's my favorite quote, disrupt before you are disrupted. Yeah. It's easy to say what does it really mean? You close your company and do something new and that cannot be the answer. Certainly, your shareholders wouldn't allow this because they would wait for the large cash flows, which hopefully were there before to be back before you dismantle the old stuff. Brian Ardinger: So, in your book you talk about how different industries should be looking at maybe different levers to achieve better return and that. Can you talk about the differences in how industries should be approaching digital transformation and which ones are maybe on the leading age versus the lagging edge? Tim Bottke: There was a very interesting learning. So, what the book does, or what your research did was looking into more than 20,000 reports from companies. Then using natural language processing to understand what they're really doing in digital. So, something, it's, there are millions of pages, no human could have done that. We needed some digital transformation in the research to understand what they do. And obviously you can then look into how do different industries behave differently?And the assumption based on experience was they have huge differences, and they are. Obviously, some companies and some industries and sectors are more on the forefront. So, they talk more. They do more digital than others. And others do less. And I think the, you will find more in the book, but the key learning for me was that it's not like you could easily say, look, you are a industry which is lagging. You should speed up. That might be true in some cases, but I have this interesting example where I had a discussion with the executive of an insurance company. And I was saying, look, I look into my data, and you really are nowhere compared to the others. They said, Tim, yeah, we know you're a consultant. You're great in analysis, but partially it's on purpose because we make a lot of money based on in-transparency in our market. And in our home market we still have the beauty of lack of transparency because there's no Insurtech making transparent everything. Putting everything in the open, et cetera. So, we believe we shouldn't disrupt ourselves before we are disrupted. Because we would make good money at this point. But what we did is in a different country, which is not our core market, we've launched an Insurtech. We are learning how to do it, we are training. We are taking the incumbents there. And as soon as we feel that in our home market, there is some disruption coming. We take the people which are ours, we bring them to our market. We use the platforms, and we can be there. But until then, we are actually happy that we are lagging. And you cannot generalize this story, but I think it was very interesting because I think it's arrogant and many other things at the same time to tell someone that in general as a sector, they are lagging because we come back to strategy. There might be some where the lagging is due to a terrible, wrong strategy. But it might also be good strategy, not always to be the first in everything. And you see that for some big IT digital transformations that some companies in my client portfolio, they were better off waiting a bit until the, as we say in German, the children problems of some technologies are taken care. And then start. And they saved a lot of money in the process. Brian Ardinger: A lot of the book you talk about how do you actually measure success and how people are currently measuring digital transformation is not getting the results they want. So, talk through a little bit about either the levers or the ways that you can actually measure if you're making progress.Tim Bottke: So first, I think one thing which was very interesting when researching the topic was that, as I said before, there seems to be a trend that it's not measurable. And you find many quotes saying, no, it cannot be measured. It requires different KPIs, and I strongly believe that that's not true because we do all these things. We still do them for business. Business has some certain rules which end up that at some point in time, It needs to make some profit. At least that's my belief. Maybe I'm old fashioned, but I still believe it's all done for some profit. And that basically means whatever you do, if it has a cost and digital transformation has huge costs, okay?It's not like when you really take things seriously, it's not about just saying agile 10 times and then you're done. You need to invest, revamp your whole systems, find or reeducate new people, or reeducate your current ones. Many things. So, it's a heavy investment for every investment a business case can be done.The only difference is that in digital transformation, sometimes there is less certainty about what the KPIs will lead to, but very often people have shied away from doing that at all. In the book, you will see what I've defined as accelerators. So, it's all about the payday. That's what the book title is all about.So, when do you get your money back? And it's not so difficult to, for everything you do into transformation, find the accelerators, which will lead you quicker to your payday. And the often-underestimated accelerators, so the investments in whatever technology, people, consultants, lawyers, cyber, all these things which people tend to forget.And then you can do a business case for yourself, which will never be correct. We'll always be wrong. But I've learned that it's still better compared to just saying digital cannot be measured because at some point in time when such a high share of transformations fails as you probably, there is this number 70% fail.Funny enough, when you research where this number's coming from, it's very often self-referencing. So, someone at some point in time, some researcher asked, and now it's always 70, 75, 80, 85. But anyway, even if it would be 50, it's too much. So, there will always be a point in time when someone will ask, where's all the money gone? That's what the case is needed for. So that's the first part. The business case. Did they need to be measured?The second part is, what value does it generate for your shareholders? And that's what the book is also about. That the internal business case is not directly correlated to the value the shareholders see in how you digitally transform.It's what you say and what you do. And then in some sectors, for some companies it's appreciated. Depending on their profiles and others it's less. And that's the context every company needs to understand when they work on digital transformation. Brian Ardinger: So last topic I want to talk about is, you know, what are some of the maybe technology trends or that you're seeing that will make it easier for companies to maybe adopt digital transformations in the future?Tim Bottke: I think it will be tougher, quite the opposite. Because the, the one thing which really changed compared to IT transformation is that you almost cannot foresee the upcoming technologies fast enough to understand what really will make the difference. And I think a key capability, which should come out of any digital transformation is the capability of the company to whatever you call it, being able to understand it quickly, understand whether it helps to transform.What the accelerators are. We discussed before what the accelerators are. How does it impact the end-to-end journey? And that's a very rare skill because often you see that then companies, and we come back to CEOs and boards who say, I don't care about all this technology. They should, or at least they should establish a capability in their firm, which very quickly understands what is important, what not. Because you could argue that naming a book, digital transformation today is already old fashioned, because in the end its, but even tech transformation, it's, I don't know, innovation based transformation of whatever form it can be biotech, it can be whatever, and companies need to be ready. So no, it's not going to be easier. And whoever is promising I think either have found the holy grail, then we should congregate them or tries to oversimplify. For More InformationBrian Ardinger: Well, Tim, I want to thank you for being on Inside Outside Innovation. It's a fascinating topic and fascinating book. I'd encourage people to pick it up. It's called Digital Transformation Payday. Tim, if people want to find out more about yourself or more about the book, what's the best way to do that? Tim Bottke: I think the easiest is to go to the landing page for the book. It's very easy. Www digital transformationpayday.com. And you will find more information on the book, on me, and you can reach directly, reach out to me over this channel.Brian Ardinger: Excellent. Well, Tim, thanks again for being on the show. Really do appreciate it and looking forward to continuing to see what happens when we transform the future.Tim Bottke: Perfect. Thank you, Brian. Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

Julia I Monitor Deloitte by Deloitte Deutschland

Harvard Business School professor Joseph Fuller joins the Gartner Talent Angle podcast to share the latest insights from his white paper, “Hidden Talent: Untapped Talent.” Fuller explains why fitting candidates are  consistently overlooked by recruiting technology. He shares solutions for uncovering these workers, and argues why senior leaders play a critical role in ensuring the success of the hidden talent pipeline. Joseph Fuller is a Professor of Management Practice in General Management at Harvard Business School and co-leads the school's initiative, Managing the Future of Work. He graduated from Harvard Business School in 1981 and founded the consulting firm, Monitor Group, now Monitor-Deloitte. During his three decades in consulting, Fuller worked with senior executives and policymakers on a wide variety of issues related to corporate strategy and national competitiveness. *This episode is an excerpt taken from our 2022 interview.

Organisations are facing major challenges. Many boardrooms have not yet caught up with the avalanche of recent and current profound changes, and both boards and members of nomination committees need to think carefully about talent and the C-Suit. It is easy to talk at a high level about moving from a shareholder economy to a stakeholder economy but what does this really mean for the selection and development of the C-Suite?In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards, discusses the implications of major changes on the selection and development of top talent with Professor Joe Fuller. Joe is a Professor at Harvard Business School and co-founder of the Monitor Group, now known as Monitor Deloitte."We've moved away from just looking for executives with deep industry experience"Joe outlines how his recent research highlights that it is no longer safe to assume that leaders with traditional managerial pedigrees will succeed in the C-Suite. While executives with deep industry experience and high-order process management skills are always good candidates, new criteria around social skills have been added to the desired mix. "Boards of directors tend to hire and evaluate in the way they learned over the course of their careers" Joe believes this issue represents a real challenge for boards. Historical criteria looked at the track record, career progress, responsibilities, and business units or companies. However, those measures were flawed. Traditional ways of evaluating people are subject to error - and now evaluating the new skills required is both different and difficult. "To assist management in hiring a new senior executive… broaden the aperture on what they evaluate"Joe explains that, in his opinion, the first thing a board or committee member hiring a new senior executive needs to do is broaden the aperture of evaluation and widen the kind of experiences they want to see represented in a track record.  "The stakes have never been higher, and the punishment never greater for getting it wrong"Joe points out that senior executives must refine their management and/or communication styles for today's social media. Essentially, anything said at any point during their working day may end up on a platform with global reach and almost no barriers to being observed. The stakes have never been higher. "We have to set aside some of our rather, frankly, lazy approaches to evaluating people"Joe believes that boards need to make clear to executive search firms that they seek people with experience managing different constituencies and handling volatile problems successfully, not proof of someone's performance in more traditional measures. "This is a new era that requires new solutions, and old dogs with old tricks is not going to be a sufficient response"Joe also speaks about internal candidates and highlights how succession planning can be tweaked to grow candidates with the skills required. Career planning and career paths for high potential young executives are essential. The three top takeaways from our conversation are:1.      The whole field of human assets is undergoing a radical transformation and the old rules will not suffice. 2.     The paradigms used for advancing executives and candidates for advancement and the types of experiences and competencies they must demonstrate to move forward need to be changed.3.     Companies that are better at cultivating social skills will prosper relative to those that are not.

In this episode, Jaymes Hanna talks about how education technology continues to evolve, especially during the pandemic, and how the Bill & Melinda Gates Foundation is designing education to meet people where they are. He also discusses the challenges of change management and how they are attempting to overcome them. Jaymes Hanna is the senior program officer of Market Dynamics at Bill & Melinda Gates Foundation. His work focuses on improving the design awareness and adoption of evidence-based programs, products, and services that support teachers and increase student success, including the use of human-centered design. Previously, Jaymes held roles with Leap Innovations and was the manager of Monitor Deloitte strategy console. In this Episode 1:03 Jaymes' quest to find solutions to real-world problems. 2:47 What piqued his interest in human-centered design. 4:54 His role at the Bill & Melinda Gates Foundation and the primary focus of the K12 team. 6:06 The ideal role of technology in education. 11:42 How they involve stakeholders and school leaders in achieving a common goal. 14:59 Scalability to meet more people where they are. 18:25 Human-centered design's role in shaping the future of education 21:22 Considerations for designing education. 25:22 Establishing reasonable and respectful expectations regarding the locus of control and the willingness to change. 32:28 Education, design, and technology's bright future. Resources and Social Ten Types of Innovation James Hanna on LinkedIn Bill & Melinda Gates Foundation website Bill & Melinda Gates Foundation on LinkedIn Bill & Melinda Gates Foundation on Twitter Bill & Melinda Gates Foundation on Facebook Bill & Melinda Gates Foundation on Instagram Bill & Melinda Gates Foundation on Youtube

CEO appointments are an important responsibility of Boards. Accordingly, Boards need to ensure they have adequate qualified internal and external candidates for successful CEO selection processes. Creating CEO readiness for internal candidates is as important as working with external search advisors.In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner of Better Boards discusses CEO readiness with Dr Wayne Nelson, Senior Partner at Deloitte Consulting and Strategy Consulting Leader Europe, Middle East and Africa (EMEA) at Monitor Deloitte. He is also Head and Founding Dean of the Deloitte Executive Leadership Institute. "Nature and nurture both play a role in the development of leaders"Wayne starts by explaining that, of course, both nature and nurture play a role in the development of leaders. Wayne found that roughly 30% of participants are 'accidental CEOs.' These leaders stumbled into the CEO role by being in the right place at the right time, and happen to have the required skills and experiences. These leaders, however, had no plans to become CEO. However, most CEOs intentionally sought out the role. Wayne feels this suggests that leaders can do intentional, deliberate things to increase their readiness and chances of moving into a CEO role.  "The CEO role is a very challenging one that comes with huge personal sacrifices"Wayne suggests that the CEO role often brings isolation and loneliness, and requires a thick skin and an ability to be resilient.   Candidates need to realise this and be sure they really want the job and are willing to make sacrifices. "We're seeing a whole new generation of executives"Wayne explains that company products have well-defined attributes and values, communicated with great care to ensure clarity and consistency. Executives in the market for a CEO role also need to define a brand for themselves - simple, relevant, and authentic. They need to communicate this consistently, over and over again, and new social media channels are ideal for this. "The best CEO hires are fit for circumstance"Wayne explains that 'fit for circumstance' means that the best CEO hires can explicitly connect the company's circumstances with an attractive future vision – and then connect these to their own experiences, capabilities, potential, and motivation. The four key elements defining fit for circumstance are (1) The situation, expectations and vision for the company. (2) The type of leader the company needs. (3) The candidate's capabilities, experiences, and potential. (4) The candidate's motivation and authentic self. The best CEO hires fulfill all four."Board members need to think about what type of leader the company needs explicitly"Wayne has seen that very experienced board members have categories of CEO types in their minds that they can easily match with the current situation of the company. This needs to be discussed early on, however, not in the heat of the moment and not during recruitment when a selection is being made.   He believes that succession planning needs to be done early, and thus for a CEO role, internal candidates should be developed, not necessarily always looking externally via search agencies.The three top takeaways from our conversation are:1.      The best CEO candidates can articulate their "fit for circumstance" and make a real effort to hone their "story."2.     Board members can use the "fit for circumstance" concept to guide their CEO candidate evaluations and selections.3.     Boards benefit from having a broad slate of viable internal and external candidates. It makes sense to build CEO readiness of internal candidates deliberately.

Marcelo Gantman y Agustín Gimenez analizan dos informes que revelan el dominio de TikTok en la industria del deporte y la revolución global del padel en crecimiento de audiencia y construcción de canchas en Europa. El reporte de Conviva demuestra que TikTok tomó ventaja sobre el resto de las redes sociales a la hora de crear contenido y ampliar la base de fanáticos en torno a las marcas y las organizaciones deportivas. Una fabulosa investigación hecha por Playtomic y Monitor Deloitte revela el crecimiento del padel como fenómeno global y que se evidencia en la cantidad de jugadores amateurs, la construcción de infraestructura en Europa y mayor presencia en social media. Link al reporte: Global Padel Report.

Un estudio realizado por Monitor Deloitte en colaboración con Playtomic, desvela que el pádel ha registrado un crecimiento histórico en los últimos cinco años, con un aumento del 181% en el número de clubes en Europa. Lo tratamos con el co CEO de la tecnológica, Pedro Clavería.

Un estudio realizado por Monitor Deloitte en colaboración con Playtomic, desvela que el pádel ha registrado un crecimiento histórico en los últimos cinco años, con un aumento del 181% en el número de clubes en Europa. Lo tratamos con el co CEO de la tecnológica, Pedro Clavería.

Un estudio realizado por Monitor Deloitte en colaboración con Playtomic, desvela que el pádel ha registrado un crecimiento histórico en los últimos cinco años, con un aumento del 181% en el número de clubes en Europa. Lo tratamos con el co CEO de la tecnológica, Pedro Clavería.

In an in studio recording Becca and I talk about her adventures from quitting her high powered New York strategy consulting job, to becoming sober, moving back home, starting a non-alcholic distilling brand, NKD LDY, and getting engaged.  A great conversation that shows that anything is possible. Becca Gardner, founder and CEO of Alt Distilling and innovator behind NKD LDY, is committed to making lasting changes to the culture of drinking, by creating a safe and emotionally rewarding experience through her non alcoholic spirits and promoting realness with her authentic brand message. Having a previous career in strategy consulting, Becca found herself frequently working while traveling and dining with clients, which led to an alcohol-heavy lifestyle. Struggling with burnout after a decade in the field, Becca took a sabbatical in London where she was romanticized by the accessibility of non alcoholic beverages. Always one to stand up for a cause, she left wanting to make this type of lifestyle choice easily attainable for those in the States, where drinks are often encouraged in both work and social spaces. Becca was inspired to create a brand that reignites the social aspect of drinking without the pressures or induced courage of alcohol. Recognizing that many nondrinkers avoid events simply because of the questioning they'll receive, Becca has created a space where what people drink is not the focus and is, in fact, rather inconsequential. Instead of people hiding behind their glasses, through NKD LDY, Becca has created a culture that encourages bravely owning your own strange, unique, and authentic self by inspiring people to get real, step into their power, and let go of their vice by ordering a drink “naked.” With a Bachelor of Arts degree from Denison University, where she studied anthropology, studio art, and women's studies, Becca has a vast understanding of human behavior. She also studied at New York University at the Leonard N. Stern School of Business. Throughout her career as a strategy consultant, she was in the top 10% of strategy managers at Monitor Deloitte, worked with Fortune 200 clients, and visited Singapore as their chosen representative at a United Nations conference. She's served on many boards for issues related to human trafficking and sexual and domestic violence, with her most current involvement with Kentucky Refugee Ministries. Becca is also a certified yoga teacher who loves to create art in various mediums including design work for NKD LDY, as well as spend time with her screenwriter and film producer fiancé and their parti poodle. -------------------------------------- Sign up here for the EDGE's Weekly Newsletter and get BONUS content. It's FREE! -------------------------------------- Please Support this Podcast by checking out our Sponsors: Mad River Botanicals 100% certified organic CBD products. The product is controlled from seed to end product by it's owners. Use code: EDGE22 to get 10% off all your orders. Shop here>>> EPISODE LINKS:   PODCAST INFO: Apple Podcasts: EDGE on Apple Podcasts  Spotify: EDGE on Spotify  RSS Feed: EDGE's RSS Feed SUPPORT & CONNECT Sign up here for the EDGE's Weekly Newsletter and get BONUS content. It's FREE! Twitter: Follow Brandon on Twitter Instagram: Follow Brandon on Instagram LinkedIn: Follow Brandon on LinkedIn *We respect your privacy and hate spam. We will not sell your information to others.

Tom Morris, PhD, professor, author and a self-proclaimed public philosopher talks with Bill Marquard, managing director, Monitor Deloitte, and host of the Becoming Resilient series about how ancient wisdom can help leaders be resilient in the face of disruption.

Today's guest is Maricel Saenz, Founder & CEO of Compound Foods.Maricel Saenz is the founder and CEO of Compound Foods, a food-tech startup recreating coffee without coffee beans. Maricel and Compound aim to create a sustainable coffee that reduces the negative environmental impact on the planet and ensures we have coffee for the foreseeable future. Maricel is a Costa Rica native, passionate about sustainability and coffee. She has a Bachelor of Commerce from The University of British Columbia and attended Singularity University's Global Solutions Program in 2017. Maricel has a background in finance and previously co-founded Nextbiotics, a synthetic biology startup addressing antibiotic resistance. She worked in international development in South Africa, with local entrepreneurs, and in Cambodia with Hellen Keller International to empower women. She also worked with Monitor Deloitte in corporate strategy and innovation consultancies. In addition, Maricel was named on the 2022 Forbes' 30 under 30 list.In this episode, Maricel walks me through her career path leading up to Compound Foods, why coffee is so important to her, and the company's approach to beanless coffee. We also discuss the impacts of climate change in the coffee industry, the startup's most recent raise, and how sustainability has shaped Compound Foods. This is a great episode for those interested in the intersection of food and climate change.Enjoy the show!You can find me on twitter @jjacobs22 or @mcjpod and email at info@mcjcollective.com, where I encourage you to share your feedback on episodes and suggestions for future topics or guests.Episode recorded February 23rd, 2022To learn more about Compound Food, visit: https://www.compound-foods.com/To learn more about this episode, visit: https://mcjcollective.com/my-climate-journey-podcast/compound-foods

Joe Fuller is a Professor of Management Practice and co-leader of the Managing the Future of Work Initiative at Harvard Business School. He founded the global consulting firm Monitor Group, now Monitor-Deloitte. He has deep experience in industries with heavy reliance on technology such as life, sciences, ICT, defense, and aerospace. Joe believes that the overall workforce lacks skills, which is why companies are opting to shift to robotics and AI. Listen in today's episode as we explore workforce trends and what's on the horizon, the impact of the pandemic on digital transformation, why low wage jobs are so hard to fill, and what organizations should be doing if they want to be able to attract and retain top talent. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

Joseph Fuller is a Professor of Management Practice in General Management at Harvard Business School and co-leads the school's initiative, Managing the Future of Work. Together with his colleague Professor Bill Kerr, Joe co-hosts the podcast “Managing the Future of Work”. A 1981 graduate of the school, Joe was a founder and first employee of the global consulting firm, Monitor Group, now Monitor-Deloitte. He served as the Chief Executive Officer of its commercial consulting operations from 1994 to 2006 and remained a Senior Advisor until its acquisition by Deloitte in 2012. During his three decades in consulting, Fuller served clients in a wide variety of industries, especially those with a heavy reliance on technology. He has particularly deep experience in life sciences, ICT and the defense and aerospace industries. Most recently, Joe was appointed senior fellow at the newly launched The Burning Glass Institute.   How to find Joe on social media: LinkedIn: https://www.linkedin.com/in/josephbfuller/ Twitter: https://twitter.com/JosephBFuller   Websites: HBS - Managing the Future of Work:  https://www.hbs.edu/managing-the-future-of-work/Pages/default.aspx Harvard Kennedy School: https://www.hks.harvard.edu/ Podcast - Managing the Future of Work:  https://podcasts.apple.com/us/podcast/hbs-managing-the-future-of-work/id1395603706 The Burning Glass Institute: https://www.burningglassinstitute.org/   What we talked about: 3:18 Managing the Future of Work Project 7:27 Hidden Workers: Untapped Talent 14:15 Description of the different hidden worker categories 18:15 Recommendations of the report https://www.hbs.edu/managing-the-future-of-work/Documents/research/hiddenworkers09032021.pdf 28:16 Social/ Soft Skills 35:10 Male professionals in female dominated industries 40:27 The Caring Company https://www.hbs.edu/managing-the-future-of-work/research/Pages/the-caring-company.aspx   If you would like to support the podcast: Ko-fi Account: Ko-fi.com/karintischler   How to connect with Karin Tischler, producer and podcast host of "Job Sharing and Beyond", and founder of Emily's Path Consulting (EPC): Website: https://emilyspath.ca/  LinkedIn:https://www.linkedin.com/in/karin-tischler/ Instagram:  https://www.instagram.com/jobsharingandbeyond/ Twitter: https://twitter.com/JobsharingByond Twitter: https://twitter.com/karin_tischler Instagram: https://www.instagram.com/karintischlerbc/ LinkedIn: https://www.linkedin.com/company/emilyspathca/?viewAsMember=true

This week on the CEO Series, Professor Karl Moore sits down with Francisco Salazar, Global Leader of Monitor Deloitte, one of the world's most prominent management consulting firms.

Harvard Business School professor Joseph Fuller joins the Gartner Talent Angle podcast to share the latest insights from his white paper, “Hidden Talent: Untapped Talent.” Fuller explains why fitting candidates are  consistently overlooked by recruiting technology. He shares solutions for uncovering these workers, and argues why senior leaders play a critical role in ensuring the success of the hidden talent pipeline. Joseph Fuller is a Professor of Management Practice in General Management at Harvard Business School and co-leads the school's initiative, Managing the Future of Work. He graduated from Harvard Business School in 1981 and founded the consulting firm, Monitor Group, now Monitor-Deloitte. During his three decades in consulting, Fuller worked with senior executives and policymakers on a wide variety of issues related to corporate strategy and national competitiveness.

Bill Marquard, managing director, Monitor Deloitte, talks with Resilient host Mike Kearney about how resilient leaders are able to connect disparate dots and find common characteristics to raise the resilience quotient for themselves, their teams, and their organizations.

Bestselling author and speaker on Disruptive Innovation Charlene Li joins us for the inaugural episode of Everything Thought Leadership! Charlene's career spans two decades. In 1988, she served as a consultant at the strategy firm Monitor Group, now known as Monitor Deloitte. She then moved on to work at several Massachusetts Bay newspapers before becoming an analyst at Forrester Research. Charlene has built her career upon not only navigating disruption, but encouraging innovation amidst disruption. She currently serves as as Senior Fellow at Altimeter.

With so much change happening at such a fast pace, the digital transformation process can feel like it must be extremely far along and, perhaps, near completion. Companies have been moving as speedily as possible to adapt their businesses to the digital realm and, in many cases, to create new digital territories altogether. If digital transformation was a baseball game, it could be easy to assume that the transition is in the latter innings. Rich Nanda, the US Monitor Deloitte Practice Leader at Deloitte Consulting, offers a contrary perspective.Main TakeawaysConsultation with Specificity and a Broad Vision: With the intensity of digital transformation happening across all sectors, consultants must adjust their skillsets. On one hand, they must have thorough domain expertise. Yet, on the other hand, consultants must be able to take a broader view as well in order to best guide their clients in these fast-moving times. Growth Versus Fixed Business Mindset: To be successful, leaders must adopt a growth mindset over a fixed mindset. A fixed mindsight is rigid and sees the world as locked in place. A growth mindset accepts that change is inevitable. With a growth mindset, change is seen as an opportunity rather than a problem.Opportunities for Expansion: Projecting forward, there will be amazing opportunities for expansion. Companies will be in a position for more mergers and acquisitions. Some companies will jump outside their typical lane to pursue more opportunities. Companies not traditionally thought of as intrinsically associated with tech, or software, may find unique opportunities to delve into new digital territories.IT Visionaries is brought to you by the Salesforce Platform - the #1 cloud platform for digital transformation of every experience. Build connected experiences, empower every employee, and deliver continuous innovation - with the customer at the center of everything you do. Learn more at salesforce.com/platform

Asheesh is a lifelong social innovator with a passion for entrepreneurship. As an alumnus of JA, he recalls how participating in a JA program as a teenager stayed with him during his entrepreneurial endeavors, which have involved leading two businesses from start-up to acquisition. Asheesh's first venture was acquired by Richard Branson's Virgin Group in 2007 and rebranded as Virgin Money. Prior to joining JA, he served as CEO of a financial technology company that was acquired by Interactive Brokers in 2015 and rebranded as Interactive Advisors. His experiences as an entrepreneur and founder have been chronicled in case studies at Babson College and at Harvard Business School. While running his first venture, Asheesh served as a columnist for Entrepreneur Magazine for five years and wrote two books about business finance which received positive reviews in the Wall Street Journal and Business Week. More recently, he has been a guest contributor for books on organizational leadership, including Leading in a Time of Crisis (Rosetta Books, 2020) and Work is Love Made Visible (Wiley, 2019). As a member of Marshall Goldsmith's cohort of 100 Coaches, he is committed to sharing leadership lessons and mentoring the next generation of leaders. Asheesh has been an active member of private company boards and nonprofit boards, and is currently the Board Chair of Prosperity Now, a Washington, D.C.–based nonprofit that bridges public policy and practice in the areas of education, financial capability, entrepreneurship, and home ownership. He is a member of the Young Presidents Organization (YPO) and is also actively involved in the World Economic Forum (WEF) as a member of the Global Agenda Council for the Future of Education, Gender, and Work. Asheesh started his career as a consultant at Monitor Company (now Monitor Deloitte) and at the World Bank, where he conducted research on industrial clusters as a source of entrepreneurship and innovation in promoting economic growth. JA Worldwide Website: https://www.jaworldwide.org/ Learn more about Asheesh... https://www.jaworldwide.org/staff/asheeshadvani Asheesh LinkedIn: https://www.linkedin.com/in/asheeshadvani Phoenix Performance Partners Website: https://www.phoenixperform.com/ Culture Eats Everything Apple Podcasts: https://podcasts.apple.com/us/podcast/culture-eats-everything/id1526731051 Culture Eats Everything Spotify: https://open.spotify.com/show/1utf9dZh2PRQKxe6qg5I5M Tom Willis: https://www.linkedin.com/in/thomasawillis Checkout our book: https://www.phoenixperform.com/book #CultureEatsEverything ______________________ Download & Share!

Today we're going to talk about the “exponential enterprise,” and how companies can achieve and sustain growth despite continual change and disruption in all aspects of the world around us. Monitor Deloitte recently released a report entitled “An Exponential Enterprise Framework to Help Companies Double Their Valuations, Even During Continuous Disruption and Change,” and I'm joined by one of its co-authors, Rich Nanda, Principal, US Monitor Deloitte, Practice Leader

Today we're going to talk about the “exponential enterprise,” and how companies can achieve and sustain growth despite continual change and disruption in all aspects of the world around us. Monitor Deloitte recently released a report entitled “An Exponential Enterprise Framework to Help Companies Double Their Valuations, Even During Continuous Disruption and Change,” and I'm joined by one of its co-authors, Rich Nanda, Principal, US Monitor Deloitte, Practice Leader

Rohin is an independent strategy consultant (specialising in education and learning) and founder of an education technology start-up. The majority of Rohin's professional work experience has been as a strategy consultant first at Monitor Deloitte and then working independently for a variety of firms. His experience has focussed upon public services (including education), healthcare and technology as well as a number of private equity due diligence assignments. Rohin also spent nine months on secondment to Cabinet Office in 2012 in order to scale National Citizen Service. In 2017, Rohin founded Think Smart with the aim of tackling the career guidance problem. Think Smart uses problem solving that is sourced directly from professionals in a variety of jobs in order to help people at different stages of their career path think about their next steps in a more informed way. He has worked with clients in Europe and Singapore to date. Rohin also used his start-up experience to help found a new generation mortgage lender: Generation Home. It will allow young people to more easily get onto the housing ladder through the concept of group mortgages.Rohin has long been passionate about education and spent eight years as a governor of MidKent College, a further education provider based in the Maidstone and Medway areas. He supported mainly on board strategy, understanding the students and their holistic needs and all things digital. Rohin has an MA in Economics from King's College, Cambridge and an MBA from INSEAD where he was lucky enough to study in both France and Singapore. https://www.londonmet.ac.uk/about/corporate-governance/board-of-governors/members-of-the-board/rohin-aggarwal/

Welcome back to The House Hack Podcast! This week, we're joined by Kabir and talking all things developing experience vs true passion, the early career programmes of the future engaging existing students, and the difference between working in a start-up from working in a corporate environment. Kabir is the Co-Founder of Jumpstart, the UK's only start-up graduate programme. A 2015 graduate from Oxford University, he has 4 years of experience as a strategy consultant at Monitor Deloitte to hand, which he uses to help match London's fastest-growing start-ups with the UK's best graduate talent. In the episode, we chat about what the ‘graduate career of the past' is for him, how employers can retain graduates for the medium to long-term, and realizing his personal mission through Jumpstart. We talk about how graduate careers are changing and the impact it is having and will continue to have on employees, leaders, businesses, and loads more. You don't want to miss this, see you in the episode! The Socials: Guest Social - https://www.linkedin.com/in/kabir-bali-5a3793136/ Company Website - https://www.jumpstart-uk.com/ House Hack LinkedIn - https://www.linkedin.com/company/house-hack-events/ Ryan's LinkedIn - https://www.linkedin.com/in/ryan-mcgee/ Charlie's LinkedIn - https://www.linkedin.com/in/realcharlierogers/

In our twelfth episode of Life Sciences Connect, our host, Karen Taylor, the Research Director of the Centre for Health Solutions talks to Hanno Ronte, Partner at Monitor Deloitte about consumer research conducted this year on trust in the pharmaceutical industry and explores how COVID-19 has impacted trust, the perception and what role digital can play.  

En la entrevista de la semana tenemos a Ramon Ferraz consejero delegado en 2gether Ramón cuenta con más de 15 años de experiencia como consultor de estrategia con foco en las industrias bancaria y de capital riesgo. Emprendedor al frente de proyectos en diversas industrias digitales y tradicionales. Ha desarrollado su actividad en las consultoras globales de estrategia A.T. Kearney y Monitor Deloitte, liderando proyectos al máximo nivel ejecutivo para bancos, entidades financieras y firmas de capital riesgo. Desde Mayo de 2018 asume el rol de consejero delegado en 2gether, liderando la compañía en funciones relacionadas con el capital, producto, crecimiento, tecnología y operaciones. Durante la entrevista Ramón habla sobre como ha evolucionado 2Gether y sobre los hitos relevantes del token 2GT que ya están en marcha como por ejemplo Token Makers, Affluent, Bequan 2Gether → Website: https://www.2gether.global/ → Twitter: https://twitter.com/2gether_global → Linkedin: https://www.linkedin.com/company/2gether-/ Territorio Bitcoin → Website: https://www.territoriobitcoin.com/​ → Twitter: https://twitter.com/territoriobtc​ → Linkedin: https://www.linkedin.com/company/territorio-bitcoin

For many of us, strategy work is what we immediately picture when we think about consulting. However, like every facet of this industry, strategy consulting has moved on a great deal over the past few decades. Indeed, for many clients, the word “strategy” itself has a very different set of connotations than it once did. In this episode of the podcast, we're joined by Jonathan Goodman—Chair of Monitor Deloitte and a Vice Chair of Deloitte Canada—as we discuss just how much has changed about strategy consulting, and how the field will continue to evolve over the coming years. 

  Mike Schultz is the President of RAIN Group, Director of the RAIN Group Center for Sales Research, and co-author of several Wall Street Journal and Amazon Bestselling sales books.   In this episode, Mike discusses how to leverage consultative selling to build trust with buyers and win sales.    Here are some of the topics covered in this episode: Tips on consultative selling and helping buyers make better decisions How to address your prospect's perception of risk Ways to build your likeability The best time to approach buyers About the Guest: Mike Schultz is the co-author of several books including the Wall Street Journal bestseller Rainmaking Conversations: How to Influence, Persuade, and Sell in Any Situation (Wiley, 2011) and Insight Selling: Surprising Research on What Sales Winners Do Differently (Wiley, 2014). He was named the Top Sales Thought Leader globally in 2011 by Top Sales Awards. Mike and the team at RAIN Group have worked with organizations such as Toyota, Monitor-Deloitte, Harvard Business School, Oracle, Fidelity Investments, Ryder, Quintiles, UL, Navigant Consulting, Hitachi, Lee Hecht Harrison, Lowe's, and hundreds of others to unleash sales performance.   Visit RAINGroup.com — a lot of helpful, free resources (blogs, white papers, guides) to help sellers and sales leaders Check out Mike's Bestseller “Virtual Selling” on Amazon - https://www.amazon.com/Virtual-Selling-Relationships-Differentiate-Remotely-ebook/dp/B088KW33WZ  Questions? Shoot Mike a message on LinkedIn (https://www.linkedin.com/in/mikeschultz50/  or email him at mschultz@raingroup.com   Listen to more episodes of the Outside Sales Talk here and watch the video here!    Start Selling More Today with Badger Maps - The #1 Route Planner for Field Sales See Badger in Action: https://www.badgermapping.com/outside-sales-talk-listener/   If you love the Outside Sales Talk podcast, you'll also love Badger's newsletters!  Our 95,000+ subscribers stay at the top of their game with actionable tips from top sales experts.   Are you in? Subscribe to Badger Maps' newsletters now! 

Joseph Fuller is Professor of Management Practice at the Harvard Business School, where he oversees the Managing the Future of Work Project and focuses his research on the changing nature of work and the evolution of the C-suite. He was the founder and longtime CEO of The Monitor Group, the global strategy consulting firm, now Monitor Deloitte. In this episode, MBO Partners speaks with Professor Fuller about what, in this time of rapid change, the term “the future of work” actually means and how we can apply his learnings to workforce design and transformation. Professor Fuller also talks about what he sees as the biggest challenges facing today's CEO and organizational management and how many of those top requirements for organizational success involve changes to aspects of talent development and sourcing, including contingent work; digitalization and decentralization; diversity and inclusion; globalization and the labor supply chain. He discusses a recent BCG and HBS Future of Work study on the topic of contingent work and discuss how, in the future, more and more organizations will have needs for high-skill contingent talent for business-critical assignments – and how this is shifting the power equation in favor of the supply side of the talent equation. He also provides a look at the higher education sector and discuss the role of credentialization in talent acquisition. Citing his soon-to-be-published research, Professor Fuller talks about the ways AI is poised to improve and expand talent profile of companies in the future – a profile that will begin to also include the contingent worker to a greater degree. About This Episode's GuestJoseph Fuller is Professor of Management Practice at the Harvard Business School, where he focuses his research on the changing nature of work and the evolution of the C-suite. He was the founder and longtime CEO of The Monitor Group, the global strategy consulting firm, now Monitor Deloitte. At HBS, he oversees with Professor Bill Kerr, the Managing the Future of Work project; the pair co-hosts a podcast of the same name. Research Mentioned in This EpisodeFuller, Joseph B., Manjari Raman, Allison Bailey, and Nithya Vaduganathan. "Building the On-Demand Workforce." (pdf) White Paper, Harvard Business School and Boston Consulting Group (BCG), November 2020. Fuller, Joseph B., and Manjari Raman. "Dismissed by Degrees: How Degree Inflation Is Undermining U.S. Competitiveness and Hurting America's Middle Class." (pdf) Report, October 2017. (Published by Accenture, Grads of Life, Harvard Business School.) About MBO Partners®MBO Partners is a deep jobs platform that connects and enables independent professionals and microbusiness owners to do business safely and effectively with enterprise organizations. Its unmatched experience and industry leadership enable it to operate on the forefront of the independent economy and consistently advance the next way of working. For more information, visit​ ​mbopartners.com. Episode hosted by Aassia Haq; produced, edited, and engineered by Leslie Jennings Rowley. With music by Brian Burrows. For more episodes, visit mbopartners.com/state-of-independence/podcast/. MBO Partners © 2021

#Entrepreneurship is the career up for discussion on today's podcast! Tune in to discuss the journey of a successful #Entrepreneurs. Learn about his experience in building a start-up from ground. He talks about his experience working at Monitor Deloitte while nurturing his company, Emzingo. We talk about dealing with setbacks, different ways to raise money and steps required for planning and executing the early days of a start-up. Get inspired as he shares his entrepreneurial journey. Discover the Journey of an Entrepreneur. Find your passion for entrepreneurship and learn about a career in entrepreneurship by listening to the best Entrepreneurship Podcast! Ramon graduated from the Wharton School at the University of Pennsylvania and completed an MBA from IE Business School in Madrid. He has spent time living and working in a variety of different geographies, including the US, Latin America, Europe and Africa. He has over a decade's worth of experience in entrepreneurship. He is the Executive Director and co-founder of Emzingo Group. He is also a learning designing facilitator at Kaospilot. RAMON's LINKEDIN: https://www.linkedin.com/in/ramon78/ Podcast, Newsletter & Book Recommendations: 1. The Tim Ferriss Show (Podcast): https://open.spotify.com/show/5qSUyCrk9KR69lEiXbjwXM 2. Masters of Scale with Reid Hoffman (Podcast): https://open.spotify.com/show/1bJRgaFZHuzifad4IAApFR 3. Seth's Blog (Newsletter): https://seths.blog/subscribe/ 4. The Power of Full Engagement: Managing Energy, Not Time, is the Key to High Performance and Personal Renewal (Book): https://www.amazon.com/Power-Full-Engagement-Managing-Performance-ebook/dp/B000FC0SWS 5. Deep Work (Rules for Focused Success in a Distracted World): https://www.amazon.com/Deep-Work-Focused-Success-Distracted/dp/1455586692 -------------------------------------  Introduction: (0:00)  Managing your time between Start-up & Day Job: (2:45)  When do you give your 100%?: (5:48)  What is bootstrapping?: (10:15)  Start-Up Planning & Execution: (14:02)  Building the perfect team: (18:10)  Do company goals change?: (21:10)  Dealing with self-doubt & stress: (23:30)  When do you give up on your idea?: (26:39)  Books & Podcasts Recommendations : (30:46)  Productivity Hacks & Increasing Focus: (31:49)  Importance of Meditation: (35:53)  Sacrifices of an Entrepreneur: (37:17)  Important advice to note!: (40:56)  Conclusion: (42:08)  ------------------------------------- INSTAGRAM: @the_careershow https://www.instagram.com/the_careershow/  LINKEDIN: @The Career Show https://www.linkedin.com/company/thecareershow --- Send in a voice message: https://anchor.fm/thecareershow/message

On this week's show we're joined by Narbé Alexandrian, President and CEO at Canopy Rivers - Canadian venture capitalist firm specialising in Cannabis.In our latest episode we explore how Canopy Rivers' potential investments are evaluated, the globalisation of cannabis, and how important it is for companies to adapt and pivot around regulatory reform.→ View full show notes and summary here: https://www.cannabis-conversation.com/blogs/episode99About Narbé Narbé Alexandrian is the President and Chief Executive Officer of Canopy Rivers, a venture capital firm  specialising in cannabis. Prior to joining Canopy Rivers, Narbé was a Senior Associate at OMERS Ventures,  one of the most prominent technology venture capital funds in Canada. During his tenure, Narbé helped  fundraise for two funds ($520M of capital), sourced and lead multiple debt/equity financings, and acted as a  Board Observer for a number of portfolio companies. Prior to OMERS Ventures, Narbé was a Senior Strategy  Manager in TELUS' Internet of Things (IoT) group where he helped launch operational go-to-market strategies  to TELUS' executive leadership team. He has also held roles at Firmex Inc., a leading virtual data room company  based in Toronto, and Deloitte LLP, where he held roles in Financial Advisory and Consulting (fka Monitor Deloitte). Quotables‘Vertical integration doesn't work unless the government forces you to do it' 19:10ResourcesFollow Narbé on LinkedIn: https://www.linkedin.com/in/narbe-alexandrian-a0168a4/Follow Canopy Rivers on LinkedIn: https://www.linkedin.com/company/canopyriversinc/?originalSubdomain=caVisit Canopy Rivers Website: https://www.canopyrivers.com/

Narbé Alexandrian is the President and CEO of Canopy Rivers, a venture capital firm in Canada specializing in cannabis. In this episode, Narbé walks us through building capital for sustainable cannabis business and the state of the Canadian cannabis market. [00:01 – 17:52] Canopy Rivers’ Background and the Canadian Cannabis Market[17:53 – 25:09] The Different Cannabinoids and the Vital Role of Research for the Industry[25:10 – 32:20] Medicinal and Recreational Use, and Vertical Integration in the Industry[32:21 – 37:08] Accessibility of Licenses in the Canadian Cannabis Market[37:09 – 43:12] The Canopy Rivers and Canopy Growth News[43:13 – 50:36] Final Thoughts and Call to Action Narbé Alexandrian is the President and Chief Executive Officer of Canopy Rivers, a venture capital firm specializing in cannabis. Prior to joining Canopy Rivers, Narbé was a Senior Associate at OMERS Ventures, one of the most prominent technology venture capital funds in Canada. During his tenure, Narbé helped fundraise for two funds ($520M of capital), sourced and lead multiple debt/equity financings, and acted as a Board Observer for a number of portfolio companies. Prior to OMERS Ventures, Narbé was a Senior Strategy Manager in TELUS’ Internet of Things (IoT) group where he helped launch operational go-to-market strategies to TELUS’ executive leadership team. He has also held roles at Firmex Inc., a leading virtual data room company based in Toronto, and Deloitte LLP, where he held roles in Financial Advisory and Consulting (fka Monitor Deloitte). Follow Narbé on Twitter @narbe87 and Canopy Rivers on Instagram @canopyriversinc. You can also visit their website.Shayda Torabi has been called one of the most influential Women in WordPress and now she’s one of the women leading the cannabis reformation conversation building one of Texas’ premier CBD brands. She's currently the CEO and Co-Founder of RESTART CBD, a female-run education first CBD wellness brand. And has formerly held marketing positions at WP Engine and WebDevStudios. Shayda is the host of a podcast for cannabis marketers called To Be Blunt, where she interviews top cannabis brands on their most successful marketing initiatives. When Shayda's not building her cannabiz in Texas, you can find her on the road exploring the best hikes and spots for vegan ice cream. Follow Shayda at @theshaydatorabiTweetable Quotes:“If you’re a business in the US in a limited license state and you got your license, and you’re operating. At the back of your mind, you need to understand that in the long-term, your license doesn’t mean sh*t.” – Narbé Alexandrian“The difference between strong CPG brands and weak CPG brands really comes down to how management of the company understands the consumer.” – Narbé Alexandrian Resources Mentioned:Canopy Rivers and Canopy Growth cuts their ties SPONSORSHIP is brought to you by Restart CBD. Check them out for your CBD needs!LEAVE A REVIEW + help someone who wants to join me for episodes featuring some serious cannabis industry by sharing this episode or click here to listen to our previous episodes. You can listen to my podcast on

What lies ahead for patients, your organisation and your workforce? In this podcast, we explore our predictions for the life sciences and health care industry in 2025, how the pandemic has accelerated industry trends and what this means for you. Our host Karen Taylor, who leads Deloitte Centre for Health Solutions, speaks to  Hanno Ronte, Life Sciences and Healthcare leader Monitor Deloitte, Shivani Maitra, in our Future of Work team, and Sara Siegel, Public Sector Healthcare lead. This episode explores: Key features of the life sciences and healthcare industry in the next 5 years How the legacy of the pandemic has accelerated the  future for all stakeholders in the health ecosystem  The role of collaboration, technology and new skills and talent.      

From the outset of the pandemic, Canada's insurance industry has had to navigate everything from a shift away from face-to-face meetings to strained revenue sources from clients. Melissa Carruthers, a senior manager within Monitor Deloitte's strategy consulting practice, recently co-authored a study examining how life and health insurance has responded to the dramatic changes afoot. She joins reporter Tyler Orton on BIV Today and offers her own letter grade on how the sector is dealing with the crisis. See omnystudio.com/listener for privacy information.

On this episode of Stories Behind the Grind, listen to my conversation with Karan, director of Monitor Deloitte. We discuss the 5 key strategic questions every business owners should ask, how to approach problem solving and finding the core problem and how to develop your own strategic thinking.   Also discover:   How Karan's deeper understanding of identity led him to strategy consulting The impact of Karan's work in the community The story they (YSPN) want to tell in Australia and the legacy they want to leave behind The crossover between what Karan has done in his network to their own business Fundamentals of Deloitte's approach to strategy Karan's way of consulting with clients Strategic cascade of choices What winning aspiration is Where you would play How you will win The distinctive capabilities for you to win What management systems are On strategy being a tool for problem-solving and choice making Importance of employee engagement, employee morale, and better outcomes How business owners should approach strategy and strategic thinking in their business using the 5 strategic questions The thing you said you are going to do versus the thing you are actually doing Breaking down problems Challenges Karan's clients have to overcome when undergoing the problem-solving process What business owners can do to start their own strategic thinking     Links: Young Sikh Professionals Network - https://www.yspn.org.au/ Monitor Deloitte - https://www2.deloitte.com/in/en/pages/strategy-operations/monitor-deloitte/topic/monitor-deloitte.html Playing to Win by A.G. Lafley and Roger Martin - https://www.amazon.com/Playing-Win-Strategy-Really-Works-ebook/dp/B00AJVJ1HI HBR's 10 Must Reads on Strategy - https://www.amazon.com/HBRs-10-Must-Reads-Strategy/dp/1511367075 Competitive Strategy by Michael Porter - https://www.amazon.com/Competitive-Strategy-Techniques-Industries-Competitors-ebook/dp/B001CB34J0   Karan on LinkedIn - https://www.linkedin.com/in/karanviranand/

Advancing technologies in automation are reimagining the human and machine relationship. In this episode our experts discuss whether they foresee automation taking over everything, how automation technology is being used in the marketplace today and the impact it's having, along with discussions around whether jobs will be lost or replaced and how all of this will change work for humans.   Speakers Will Gosling, Human Capital Consulting Leader Dupe Witherick, Senior Manager within Monitor Deloitte’s Automation & AI Team Dave Wright – Partner and Robotics and Intelligence Automation Lead

In the second episode of Talking Public Sector, we discuss leadership in times of crisis, personal resilience and the importance of effective communication with Sir Mark Rowley. Sir Mark is best known for leading the UK’s counter terrorism policing for four years during which his team prevented 27 terrorist plots and lead national responses to the five attacks in 2017. He joined the Met police as Assistant Commissioner in 2011 where he transformed approaches to gangs and public order, lead Scotland Yard’s combating of organised crime and ran major operations including policing for the Queen’s Diamond Jubilee. Before that, he was Chief Constable of Surrey where he oversaw massive reductions in serious crimes and highest levels of public confidence in the country. James is a Partner in the Monitor Deloitte strategy practice, and leads Deloitte’s overall Home Affairs Team. James has worked extensively with the Home Office, Ministry of Justice and UK police forces. During this episode, James and Sir Mark discuss the challenges of coping with the pressures of leadership, the importance of vision and effective communication.

Enjoy this BONUS Episode - Q & A with Mike Schultz, President of RAIN Group A few highlights... we talk about:  New research proving that cold calls and outbound still works to generate sales Insights into what buyers wants from sellers Which channels work, in what context and sequence, to create sales pipeline You also like: Top Performing Sales Propsecting More about our guest: President of RAIN Group, Mike Schultz is world-renowned as a consultant and sales expert. He is co-author of several books including the Wall Street Journal bestseller Rainmaking Conversations: How to Influence, Persuade, and Sell in Any Situation (Wiley, 2011) and Insight Selling: Surprising Research on What Sales Winners Do Differently (Wiley, 2014). He was named the Top Sales Thought Leader globally in 2011 by Top Sales Awards. Mike and the team at RAIN Group have worked with organizations such as Toyota, Monitor-Deloitte, Harvard Business School, Oracle, Fidelity Investments, Ryder, Quintiles, UL, Navigant Consulting, Hitachi, Lee Hecht Harrison, Lowe's, and hundreds of others to unleash sales performance. News outlets such as Business Week, The Globe and Mail, Inc. Magazine, MSNBC, and hundreds of others have featured Mike's original articles and white papers, and frequently quote him as an expert. Mike's most recent research includes What Sales Winners Do Differently,Top Performance in Strategic Account Management, and theTop-Performing Sales Organization. Along with his books, Mike has written hundreds of articles, case studies, research reports, white papers, and other publications in the areas of selling and marketing. He also writes for the RAIN Group Sales Blog. Mike is also the director of the RAIN Group Center for Sales Research. Mike is a graduate of Brandeis University in Waltham, MA with a B.A. in American Studies, and holds an MBA from the F.W. Olin Graduate School of Business at Babson College. Mike is currently on the faculty teaching sales at the Brandeis International Business School. Mike also enjoys fly fishing and golf, and actively studies and teaches the traditional martial arts of Seirenkai Karate and Jujitsu, holding the ranks of third degree black belt and Sensei. He lives on a lake west of Boston.

In this podcast Steve Goldbach & Geoff Tuff from Deloitte sat with Vishal to discuss their recently release book "Detonate". They shared their insights on a cleaner way to create strategies for a future proof and transformation friendly organization. Their tactical suggestions goes a long way in helping install a robust strategy to increase responsiveness. Steve / Geoff's Recommended Read: Geoff's suggestion: Cloud Atlas: A Novel by David Mitchell The Opposable mind https://amzn.to/2rA5BAV The Last Days of Night: A Novel by Graham Moore https://amzn.to/2rAvErB Steve's suggestion: Thinking, Fast and Slow by Daniel Kahneman https://amzn.to/2ryIx5C The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Roger L. Martin https://amzn.to/2Kds7Y2 The Big Short: Inside the Doomsday Machine by Michael Lewis https://amzn.to/2KaFgRI Podcast Link: iTunes: http://math.im/itunes GooglePlay: http://math.im/gplay Geoff's Bio: GEOFF TUFF is a principal at Deloitte and a senior leader of the firm’s Innovation and Applied Design practices. In the past, he led the design firm Doblin and was a senior partner at Monitor Group, serving as a member of its global Board of Directors before the company was acquired by Deloitte. He has been with some form of Monitor for more than 25 years. He holds degrees from Dartmouth College and Harvard Business School. Steve's Bio: STEVEN GOLDBACH is a principal at Deloitte and serves as the organization’s chief strategy officer. He is also a member of the Deloitte U.S. executive leadership team. Before joining Deloitte, Goldbach was a partner at Monitor Group and head of its New York office. Goldbach helps executives and their teams transform their organizations by making challenging and pragmatic strategy choices in the face of uncertainty. He is an architect, expert practitioner, and teacher of the variety of strategy methodologies developed and used by Monitor Deloitte over the years. Serving clients in many industries, including consumer products, telecommunications, media and health care, Goldbach helps companies combine rigor and creativity to create their own future. He holds degrees from Queen’s University at Kingston and Columbia Business School About #Podcast: #JobsOfFuture is created to spark the conversation around the future of work, worker and workplace. This podcast invite movers and shakers in the industry who are shaping or helping us understand the transformation in work. Want to sponsor? Email us @ info@analyticsweek.com Keywords: #JobsOfFuture #FutureOfWork #FutureOfWorker #FutuerOfWorkplace #Work #Worker #Workplace

In this podcast, Steve Goldbach & Geoff Tuff from Deloitte sat with Vishal to discuss their recently released book "Detonate". They shared their insights on a cleaner way to create strategies for a future proof and transformation friendly organization. Their tactical suggestions go a long way in helping install a robust strategy to increase responsiveness. Timeline: 0:29 The author's journeys. 4:30 Motivation behind writing "Detonate". 8:31 Getting rid of best practices. 12:08 Relevance of "Detonate" for data ops employees. 14:28 Detonate mindset. 22:17 Fixing orthodoxies. 26:19 How can "detonate" serve different kinds of companies? 32:50 Reason behind failing companies. 36:02 Existing company culture vs. detonate mindset. 39:15 "Failure is not ok". 45:10 Aha moments while writing "Detonate". 47:35 The animations in "Detonate". 49:33 Selling the detonate mindset. 52:13 What's next in detonating mindset? 53:54 Steven's and Geoff's favorite reads. 58:15 Key takeaways. Steve / Geoff's Recommended Read: Geoff's suggestion: Cloud Atlas: A Novel by David Mitchell The Opposable mind https://amzn.to/2rA5BAV The Last Days of Night: A Novel by Graham Moore https://amzn.to/2rAvErB Steve's suggestion: Thinking, Fast and Slow by Daniel Kahneman https://amzn.to/2ryIx5C The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Roger L. Martin https://amzn.to/2Kds7Y2 The Big Short: Inside the Doomsday Machine by Michael Lewis https://amzn.to/2KaFgRI Podcast Link: https://futureofdata.org/solving-futureoforgs-with-detonate-mindset-by-steven_goldbach-geofftuff-futureofdata/ Geoff's Bio: GEOFF TUFF is a principal at Deloitte and a senior leader of the firm's Innovation and Applied Design practices. In the past, he led the design firm Doblin and was a senior partner at Monitor Group, serving as a member of its global Board of Directors before the company was acquired by Deloitte. He has been with some form of Monitor for more than 25 years. He holds degrees from Dartmouth College and Harvard Business School. Steve's Bio: STEVEN GOLDBACH is a principal at Deloitte and serves as the organization's chief strategy officer. He is also a member of the Deloitte U.S. executive leadership team. Before joining Deloitte, Goldbach was a partner at Monitor Group and head of its New York office. Goldbach helps executives and their teams transform their organizations by making challenging and pragmatic strategy choices in the face of uncertainty. He is an architect, expert practitioner, and teacher of the variety of strategy methodologies developed and used by Monitor Deloitte over the years. Serving clients in many industries, including consumer products, telecommunications, media, and health care, Goldbach helps companies combine rigor and creativity to create their own future. He holds degrees from Queen's University at Kingston and Columbia Business School. About #Podcast: #FutureOfData podcast is a conversation starter to bring leaders, influencers, and lead practitioners to discuss their journey to create the data-driven future. Wanna Join? If you or any you know wants to join in, Register your interest @ http://play.analyticsweek.com/guest/ Want to sponsor? Email us @ info@analyticsweek.com Keywords: #FutureOfData #Leadership #Podcast #Future of #Work #Worker & #Workplace

Enjoy this BONUS Episode - Q & A with Mike Schultz, President of RAIN Group A few highlights... we talk about:  New research proving that cold calls and outbound still works to generate sales Insights into what buyers wants from sellers Which channels work, in what context and sequence, to create sales pipeline More about our guest:   President of RAIN Group, Mike Schultz is world-renowned as a consultant and sales expert. He is co-author of several books including the Wall Street Journal bestseller Rainmaking Conversations: How to Influence, Persuade, and Sell in Any Situation (Wiley, 2011) and Insight Selling: Surprising Research on What Sales Winners Do Differently (Wiley, 2014). He was named the Top Sales Thought Leader globally in 2011 by Top Sales Awards. Mike and the team at RAIN Group have worked with organizations such as Toyota, Monitor-Deloitte, Harvard Business School, Oracle, Fidelity Investments, Ryder, Quintiles, UL, Navigant Consulting, Hitachi, Lee Hecht Harrison, Lowe's, and hundreds of others to unleash sales performance. News outlets such as Business Week, The Globe and Mail, Inc. Magazine, MSNBC, and hundreds of others have featured Mike's original articles and white papers, and frequently quote him as an expert. Mike's most recent research includes What Sales Winners Do Differently, Top Performance in Strategic Account Management, and the Top-Performing Sales Organization. Along with his books, Mike has written hundreds of articles, case studies, research reports, white papers, and other publications in the areas of selling and marketing. He also writes for the RAIN Group Sales Blog. Mike is also the director of the RAIN Group Center for Sales Research. Mike is a graduate of Brandeis University in Waltham, MA with a B.A. in American Studies, and holds an MBA from the F.W. Olin Graduate School of Business at Babson College. Mike is currently on the faculty teaching sales at the Brandeis International Business School. Mike also enjoys fly fishing and golf, and actively studies and teaches the traditional martial arts of Seirenkai Karate and Jujitsu, holding the ranks of third degree black belt and Sensei. He lives on a lake west of Boston.

On this week’s show, we spoke with Jafar Owainati, co-founder & COO @ Loopio. In his role, he focuses on operations, finance, and marketing. Before venturing into entrepreneurship, Jafar started his career as a mechanical engineer working on a range of projects, from a multi-billion dollar nickel mine in Madagascar to advising the government of Dubai on how to build green buildings on palm-shaped islands.   Jafar’s passion for business eventually led him to the Kellogg School of Management to pursue his MBA with a concentration in entrepreneurship, marketing, and business strategy. After Kellogg, he joined Monitor Deloitte in Chicago as a Senior Consultant with a focus on marketing and channel sales strategy. While building the Digital Strategy practice within the company’s Innovation Center, Jafar caught the tech bug and, in early 2014, he and his two Co-Founders (Zak and Matt) started Loopio, a SaaS platform that helps enterprises supercharge their response process for RFPs, RFIs, and Security Questionnaires.   On the show, we spoke about:      How he jumped from the world of consulting to tech entrepreneurship and founding Loopio      The importance of the team over the idea      How focusing on the customer helped Loopio scale to 50 employees      Loopio’s strategic planning process and how they conduct monthly offsites   Jafar is a natural entrepreneur and has built a very impressive technology startup, all without funding. He was very generous in sharing his insights. I hope that you enjoy the show.   Let us know what you think. What types of guests would like to see on the show? What topics interest you the most? Send me your thoughts at nectar@thepnr.com   Subscribe to iTunes here | Subscribe to Google Play here

In this episode of the InspireCast, Mukul Ahuja once again becomes the guest host of the show to discuss the 'Retailization in Insurance' movement with Eva Treumuth, customer and marketing strategy leader at Monitor Deloitte. So what do customers want from their insurers? As the very relationship between insurers and customers is changing; today’s consumers have come to expect to get what they want, how and when they want it, and those expectations are spilling into other areas of their life. Savvy insurers have already begun “retailizing” their business, all the better to meet these rising consumer expectations and to get ahead of the competition. This is a must-listen podcast for any CMOs and CIOs seeking to understand why 'retailization' will require insurers and brokers to actively adopt a retailer mindset, perhaps forge new ways of doing business plus the key principles that will allow organizations to design for customer experience and trust first.

En el programa 203 de COPE Auto hablamos con Javier Millán, Agencia EFE Motor, quien nos analiza las noticias y novedades más destacadas del 87 Salón Automóvil de Ginebra.Alberto Amores, socio de Monitor Deloitte, nos habla de su informe sobre el modelo de transporte descarbonizado para España en 2050.Noticias:Ganvam solicita al Gobierno que los talleres comuniquen el kilometraje a la DGT.España repite en 2016 como octavo fabricante mundial de automóviles.La tecnología híbrida es la energía automovilística mejor valorada según el Observatorio del Automóvil en 2017.Autonovedades:SEAT Ibiza, el mini León, la novedad del año.Volvo XC 60, todocamino tecnológico.Kia Rio, cuarta generación con más espacio.

Hvordan kan man egentlig planlegge for fremtiden når verden er i konstant endring? Vi er fortsatt live fra Deloittes interne konsulentmøte, og i denne episoden snakker vi med Bjørnar Jensen, partner og leder for den Sveitsiske konsulentavdelingen og Monitor Deloitte Sveits, og med Andreas Enger, partner og leder for Monitor Deloitte Norge. Monitor Deloitte leverer strategirådgivning til noen av de største aktørene i verden, slik som f.eks. Apple, og vi prøver å finne ut hvordan man jobber med strategi i dag og fremover. See acast.com/privacy for privacy and opt-out information.

As we continue our Discussion with Deloitte series, we chat with Mukul Ahuja, Senior Manager with the Insurance Strategy practice at Monitor Deloitte in Toronto on Sonnet Insurance - Canada's digital direct insurance broker. Mukul outlines what makes Sonnet unique in its digital and analytics capabilities plus what can be expected from the insurtech space over the next 5 years with respect to disruptive technologies. A must-listen-to podcast for any marketing or CX professional dealing with the digital customer experience for their brand or wanting to know how to launch a digital-only brand.

If I had to choose just one episode of Barefoot Innovation to introduce listeners to the series, this is it. My guests are Jesse McWaters of the World Economic Forum and Rob Galasky of Monitor Deloitte, who co-led the WEF's landmark research project on financial technology (executive summary here).  Switzerland-based WEF focuses on public/private collaboration and is best known for hosting the annual global forum in Davos. When I first read news accounts of this report, I reached out immediately to Jesse and (new father) Rob to ask them to join our dialogue. It took some time to get together, but we finally met at the WEF offices in New York. It was more than worth the wait. They launched their study of the global evolution of fintech at the Davos meeting in 2014. By the summer of 2015, they had crystallized the keys to understanding it. Their work is built on extensive interviews and on the technique I increasingly see as the key to progress -- convening disparate participants. They held six meetings with traditional financial institutions, disruptive innovators, and regulators in the same room, grappling with the coming change. In their early meetings, the financial industry executives were interested in fintech and wanted to monitor it, but were not worried - Jesse and Rob call them "tepid" about its urgency. By the end, this view had reversed. My guests use words like "bewilderment," "paranoia," "enemies" and "invading the fortress" as they describe the financial industry's rising concern. They also see these concerns starting to give way to hopefulness about the opportunities. The 193-page study has a global scope, emphasizes the developed world, and looks at eleven areas where innovation is driving transformation. What's working? Here are some of the insights Jesse and Rob share in our conversation: While today's banks feel besieged by disruptors on all fronts, the study shows that innovators are actually mainly targeting specific spots where two key factors intersect - that is, where high friction and customer frustration exist in products that are highly profitable. One participant said they are, "skimming the cream." Recognizing these points of vulnerability can guide traditional companies in what to defend and where to allocate capital. The emerging models have certain key attributes -- they are platform-based, modular, data-intensive, and "capital-lite." The disruptors focus on "shadow" or "fringe" areas, avoiding the heavily regulated core world of deposit-taking financial institutions. They are serious about complying with regulations, but strategically choose the rules to which they will subject their businesses. They are using established assets to scale up, a la Uber, rather than investing in a long, expensive process of creating their own products and infrastructures. They are actively partnering with established institutions for this leveraging of both existing assets and infrastructure and also "regulatory permissions." (Interestingly, this is drawing some major investment companies into retail markets for the first time.) They are focused on controlling the customer experience, using their superior platforms and data analytics. A key subset are "mission-oriented" entities creating inclusive and affordable services to consumers and small businesses. Jesse and Rob mentioned Active Hours and LendUp as U.S. examples, in addition to the huge global potential in emerging markets. Advice to industry: Jesse and Rob discuss how all this is impacting the traditional industry, including this advice: Don't count out banks as an "old world industry." Address the twin pressures of having aging legacy operating systems and processes, clashing with the high demands of today's consumers, especially millennials. People increasingly want personalized, bespoke, low-cost services and are ready to trust online providers. Review and clean out the accumulation of old policies and procedures that prevent banks from creating a great customer experience. Don't make the mistake of viewing fintech as a one-year budget issue. Create a new enterprise-wide, multi-year investment model that is not controlled by the current owners of the business line P&L's. Explore merging models for learning, partnering, and "coexistence." Evaluate the wisdom, or folly, of essentially "outsourcing R&D" to the venture capital world until it figures out the winners and losers. Consider that financial institutions may be major players in shaping what will win and what will lose, especially since they have capital. Use their suggestions on how do innovation inside a traditional company. Expect upward age migration of fintech adoption - don't expect to retain even older customers to the end of their lives in old-style products. Watch for big changes in insurance offering options for bespoke, advisory, concierge models and radically new value propositions (they mention Oscar in the U.S. and Vitality in the UK). Understand the likely sequence in which products will be forced to change, and why - they explain this in our discussion Impacts on consumers: Rob and Jesse predict big changes for consumers, including vastly more choice, hugely better customer experience, better pricing, and much better insight into and control over their own financial lives. They also see rising risks and regulatory needs, including that consumers will be harmed by unsuitable, high risk products. Advice for regulators: Jesse and Rob also have insights for and about regulators. Some of the regulators who joined their meetings were among the most thoughtful people they encountered, but they also warn of a very wide delta between the "leaders and laggers" in the regulatory world. They predict likely regulatory arbitrage if that gap does not close quickly. They also emphasize the need for "regulatory sandboxes" (on that point, watch for our upcoming Barefoot Innovation episode on sandbox innovation with Nitish Pandey of BMO Harris). What next? The project plans to leverage its convening power to tackle further priorities. One is exploring the revolutionary potential of block chain technology and distributed ledgers, including and beyond bitcoin. Another is seeking innovation in managing digital identity, including expanded roles for banks. Might our bank someday help us buy a bottle of wine by sending not only the money, but by verifying our age! Enjoy the episode! References: Here are some of the resources and companies we discussed in this episode: World Economic Forum Full WEF report on The Future of Financial Services ActiveHours (accessing pay that's already earned) LendUp (online lending)                                                                                 Transferwise (payments innovation)                                       Oscar (health insurance in U.S.)                                                  Vitality (health and life insurance in U.K.)    Please subscribe to the podcast by opening your favorite podcast app and searching for "Jo Ann Barefoot", or in iTunes.                         If you enjoy our work to bring together thought provoking ideas and people please consider a contribution to support the site. Donate

In the first episode of our new podcast series TOP Talks, PTV Managing Director Rick Anderson and Chas McKhann, a Director in Life Sciences at Monitor Deloitte, discuss the changing landscape of the healthcare industry and what that means for healthcare entrepreneurs.

Written cases, pioneered by Monitor Deloitte, and now used by all firms are very intimidating. Written cases actually test core prioritization skills much better than verbal cases, since written case interviews can dump tonnes of data on a candidate. The trick to written cases is to have a filtering system to find the data you need from the worthless data, and of course, recognizing that not all the data is useful. Written cases mirror cases done in case-method schools like Harvard. Lots of data is provided in those cases, but not all is useful. Your job is to find the useful data and that means having a framework upfront.