Enterprise leaders are under increased pressure to pivot their businesses to meet the needs of consumers and ensure operations are agile enough to support these needs. Yet, the engine room of most organizations’ services — global business services (GBS) — often struggles to do little more than apply cosmetic changes that fail to address the complex changes really needed, placing the future of many GBS leaders in jeopardy.
GBS must increasingly provide innovation and agility
Over the past couple of decades, GBS has been a key operational lever enterprises could use to balance efficiency, cost savings, and quality of internal services. However, organizations are increasingly expanding this remit to include a new dimension — a source of innovation and agility across the organization. We used this to change the old IT adage, “We offer three kinds of IT services: good, cheap, and fast. You can only have two.” We replaced “fast” with “innovative.” You can have innovative and good, but it won’t be cheap.
- You can have good and cheap, but it won’t be innovative.
- You can have cheap and innovative, but it won’t be good.
Crucially, the common GBS criticisms we hear are linked to innovation and agility—the very areas enterprises are looking to expand. Typically, these complaints stem from GBS’ inability to: Continue reading
By Julia Carpenter
Earlier this year, Uber hired its first ever chief diversity officer, following a string of sexual harassment claims and other PR crises for the brand. Last month, after a year plagued by controversy, the NFL posted a job opening for a head of diversity and inclusion.
Diversity officers are popping up at many other high-profile companies, too. The titles may vary — “director of diversity and inclusion,” “chief equality officer” or “head of diversity, inclusion and belonging” — but more organizations are realizing this is something that matters to their employees. It even merits an entire position (or sometimes, even its own department).
According to data from Indeed, demand for the roles has increased significantly in just the last few years. Between 2017 and 2018, Indeed postings for diversity and inclusion positions had increased by nearly 20%.
But what does a diversity officer do? Continue reading
Last Sunday, comedian actress Julia Louis-Dreyfus, largely known for her work on Seinfeld and Veep, won the Mark Twain Prize, considered the highest honor in comedy. Louis-Dreyfus is the sixth woman to win the award in a male-dominated field. She is also 57, an age at which?especially in entertainment?many actresses are disqualified.
All the way back in the late 1980s, Julia Louis-Dreyfus was a casting afterthought. The Seinfeld executives decided last-minute that they needed a woman added to the cast. In popped Louis-Dreyfus, and as Jerry Seinfeld said to the New York Times, “I could not get enough of her . . . That whole time, nine years, I was not acting.”
Louis-Dreyfus is gifted comedically. But it is perhaps her conduct that makes her a distinctly unique role model. In spite of the cattiness that can define the entertainment industry, Louis-Dreyfus has made it her business to be both authentic and kind. “Many of those who spoke talked about Louis-Dreyfus’s kindness, [and] how constant and straightforward it was,” as reported in the New York Times.
In one particularly telling incident, Friends’ actress Lisa Kudrow and Louis-Dreyfus were both nominated for an Emmy. “After Louis-Dreyfus won . . . she sent Ms. Kudrow, a fellow nominee, flowers with a note attached: ‘You were robbed. -Julia.’” Continue reading
by Robert Glazer
The next time you’re in a company meeting, look around the room. Chances are, two out of three people there isn’t happy on the job. This sobering thought comes from a recent “State of the American Workplace” survey by Gallup, which reported that only 33 percent of U.S. employees are engaged with their work.
What does it mean for a business to have a majority of its employees disengaged? Typically, teams will fall apart as disgruntled workers spread discontent. If no one takes action, that can lead to poor performance and a high rate of attrition.
According to Gallup’s calculations, there are high costs to disengagement—up to 34 percent of a person’s salary. That means a manager making $100,000 is wasting $34,000 simply because he’s not psychologically invested in the organization’s mission, vision or culture. That’s a compelling reason to reexamine your game plan for motivating employees. Continue reading
How the people working in government manage tech-driven innovation.
The public sector is the largest employer in the world. In OECD countries, nearly 23 percent of the total workforce is employed by government agencies. Around the world, this figure ranges from 5 percent in Japan to much higher in countries like Saudi Arabia (35 percent), Russia (40 percent) and India (55 percent). Small countries like Estonia and Singapore – leaders in smart government initiatives – also have sizeable public sector employment (22 and 32 percent, respectively). It is surprising therefore that few, if any, studies have been done on the effect of ongoing technology-driven governmental transformation on the people who deliver it. That is, of course, unless something goes wrong, like in the case of Phoenix, the Canadian federal payment system, SKAT, the Danish tax agency or the Obamacare portal.
To shed light on this topic, INSEAD and EY teamed up to launch an in-depth study of five major digital transformation projects in five very different countries. The study began with the Health Authority of Abu Dhabi (HAAD) and went on to study the Federal Tax Service in Moscow, the digitalisation foundation called BiscayTIK in Bilbao, the national ID administration AgID in Rome and the national employment agency Pôle emploi in Paris.