2021全球弹性组织报告.docx

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1、ContentsLetter from the Deloitte Global CEO2Introduction3Attributes of resilience5Prepared5Adaptable8Collaborative12Trustworthy14Responsible17Sidebar: The disruptions of 2020 have shaped CXOs5 perceptions20of top societal issuesMoving forward22Endnotes23Methodology24Acknowledgments24FIGURE 4Workforc

2、e adaptability is one driver of a resilient culturePercentage of CXOs who said they have cultivated resilient cultures indicating whether their organizations have implemented the following flexible workforce actions Done prior to 2020. Have no plans to doImplement processes to easilyredeploy workers

3、 when neededSource: Deloitte Global analysis.Have training or rotationalprogram to reskill workersProvide workers with flexiblework optionsBUILDING ADAPTABILITY INTO CORE STRATEGIES AND OPERATIONSOrganizations can also build adaptability into other areas of their businesses. For instance, they can d

4、iversify their operations, including their revenue streams and supply chains, to hedge their bets in case of disruption. They could also embed advanced technologies into their core strategies to become more agile. As Caroline Tose, COO, HSBC Canada said: “We had a transformation plan in place, but w

5、hen the pandemic hit, we put some of it on hold and fast-tracked other parts of it, especially in the digital space. We looked across all our businesses and functions to see where we could be smarter/As with preparedness, its important to act early, which leads to greater adaptability in face ofa cr

6、isis. Seventy- five percent of surveyed CXOs at organizations that diversified their revenue streams prior to 2020 agreed their organizations could quickly adapt and pivot in response to disruptive events. Likewise, 78% of CXOs from organizations that diversified their supply chains prior to 2020 sa

7、id they were doing well at adapting to disruptive events. On the other hand, among CXOs who planned to delay diversifying their supply chains for one to five years, only about half said their organizations were doing well at adapting.The story is similar with regard to technology. Seventy-six percen

8、t of CXOs who said their organizations had done very well at embedding advanced technologies into core business strategies to become more agile also said they are weathering the events of 2020 better than their peers.ADVANCED TECHNOLOGIES AID ADAPTABILITY IN MULTIPLE WAYSEmbedding advanced technolog

9、ies cloud, robotics, analytics, Al and cognitive technologies, nanotechnologies, quantum computing, blockchain, sensors, and loT一 into core operations can provide organizations with a number of benefits, as our past readiness reports2 have shown. These investments can increase revenue and reduce cos

10、ts, build security and transparency into supply chains, allow organizations to better predict supply and demand and track system performance, and much moreall of which can increase an organizations adaptability.RECOMMENDATIONS FOR BUSINESS LEADERSInstead of hiring talent for specific skillsets, orga

11、nizations should pivot to hiring for specific mindsets, one of which should be adaptability. This may mean having HR rethink traditional job descriptions and application requirements, which would likely widen the pool of applicants and increase diversity. Organizations should also consider developin

12、g training or rotational programs or building talent marketplace platforms3 that allow workers to learn new skills and capabilities, which can improve organizations5 abilities to easily redeploy workers depending on business needs and worker interests.Other actions organizations can take to improve

13、adaptability, such as diversifying operations and leveraging advanced technologies, parallel those discussed in the context of preparedness. Key to being prepared and adaptable is taking such steps proactively rather than waiting until a crisis hits.Collaborative“Collaboration is key in this new wor

14、ld. The people who will succeed in the future are those who are focused, not just on their own jobs and agendas, but on the bigger- picture goals, as well. They are able to listen, collaborate, and understand what others are trying to accomplish. Ifs about working together to achieve mutual goals wh

15、ich, in turn, benefits everyone.nRahim Hirji, chief risk officer, ManulifeCollaboration is an important element of resilience fbr at least two reasons. First, collaboration is important in decision-making and communication: When people work together, more perspectives can be surfaced in the decision

16、-making process, and information can be disseminated more quickly. And second, collaboration can help an organization marshal resources from different areas to provide business continuity. For instance, when a well- connected company feels stress in one areasay, supply chainthe sales department can

17、anticipate and react to the eventual effect that will have on customer fulfillment. Siloed organizations may struggle to make those adjustments, making them less able to react to disruptive events.COLLABORATION WITHIN AND OUTSIDE THE ORGANIZATIONThe CXOs we surveyed noted the importance of collabora

18、tion within their organizations. In fact, removing silos within our organization and focusing more on cross-functional collaboration was a top strategic action that CXOs were focused on both before and during 2020. Our research also validated that collaboration improved resilience. Two-thirds of sur

19、veyed CXOs who said their companies removed silos in their organizations before the pandemic reported weathering the events of 2020 better than their peers. This was more than 20 percentage points greater than the proportion of CXOs (45%) whose organizations were only planning to implement greater c

20、ollaboration in the next one to five years.Collaboration can increase resilience both by helping organizations make decisions and communicate more effectively, and by fostering a sense of trust among employees. When the pandemic hit, many CXOs realized they needed to speed decision-making and improv

21、e communication within their organizations. To do this, companies such as Manulife and YETI began holding daily meetings among their senior management teams, which enabled quick issue escalation and remediation, as well as improved communication and problem- solving. But the bigger payoff may have b

22、een in the area of trust. According to YETIs Castro, uThe collaboration and trust built among the leadership team trickled down throughout the organization, leading to a more resilient workforce?As we discussed in last years report, its also critical for organizations to collaborate with others with

23、in and beyond their own industries rather than tackle big challengesor big disruptionsalone.4 For instance, Power Corporation of Canada, an international management and holding company that focuses on financial services in North America, Europe, and Asia, regularly conducts stress tests (including a

24、 pandemic-related exercise) and develops corresponding remediation plans.Going through these exercises prior to 2020 not only allowed the insurance business to anticipate a scenario that became very real in 2020, but also meant that it could share these lessons with the other companies under Power C

25、orps management, building resilience across the group.TECHNOLOGY THAT ENABLES COLLABORATIONPeople need the right technologies to help them work together, even when the/re physically together.It becomes much more complicated when the/re not. The concept of “siloing” gained a different meaning in 2020

26、 as many organizations were forced to shutter their offices, leadng employees scattered and isolated.The cohesiveness created in the office environment took a serious hit, accelerating the need for technologies that could try to replicate collaborative work processes.Just 22% of (DXOs in our survey

27、said their organizations had the technologies (such as cloud-based tools and platforms, teleconferencing capabilities, and cybersecurity controls) they needed to facilitate remote working before the pandemic. Forty-two percent said that they did not have such technologies before the pandemic, but de

28、veloped them out of necessity during the year, while another 23% planned to invest in these technologies in the six to 12 months after they were surveyed. Only 3% said they had no plans to invest in remote-working technologies, which is noteworthy considering how many jobs throughout society have tr

29、aditionally required in-person attendance.As the statistics in Figure 5 show, the pandemic has likely increased the number of roles that will remain remote once lockdowns and other restrictions end, so these investments will continue to be increasingly important going forward. As Sumitomo Corporatio

30、ns Shiomi notes:After the pandemic, there will always need to be some face-to-face communication with our people and customers. But, we will increasingly need to balance digital and traditional avenues ofcommunication and collaboration? As they look to collaborate differently going forward, companie

31、s need to make smart choices about the channels they use to talk to their employees and customers.Among leaders who said they had invested in technologies and systems that support remote working prior to 2020, 79% also said their organizations could quickly adapt and pivot in response to disroptive

32、eventsa strong indicator of the relationship between technology, collaboration, and resilience. Early adopters likely not only had the digital- first infrastructure in place to enable remote work, but also a digital- first workplace culture and capabilities. Nobody needed to teach the workforce at t

33、hose organizations how to work remotelythey already knew.RECOMMENDATIONS FOR BUSINESS LEADERSRemoving internal silos across functions and levels is key to increasing collaboration and building resilience. One way to do this is by holding frequent meetings with leaders across functions to help solve

34、problems and raise issues that maybe were previously siloed. Additionally, conducting stress tests or holding crisis simulations that involve leaders across functions can help organizations learn how to better work together in times of crisis. Organizations can also speed collaboration by investing

35、in the technologies needed to facilitate collaboration, no matter what the working environment. Additionally, leaders can consider how they can team up with external organizations to reduce the likelihood and impact of risk events, as well as address industry or social challenges that are too big to

36、 solve alone.FIGURESRemote work will likely be much more common post-pandemic than pre-pandemicAverage percentage of workforce working remote before, during, and after lockdowns13%Average13%Averageof the workforce worked remotely before the pandemic-related lockdownsa of the workforce worked remotel

37、y CQQ/ at the height of theJ v pandemic-related lockdowns八 o . of the workforce expectedto work remotely oncev pandemic lockdowns endSource: Deloitte Global analysis.Trustworthy“Trust is built in normal times, but its really tested during the hard times. When you can stand by your people and your cl

38、ients in times like these, you really earn that trust and strengthen your relationships more than ever before.”Linda Seymour, CEO, HSBC CanadaResearch has shown that trust in businesses, government, media, and other powerful establishments has eroded over the past decade.5 Most people no longer feel

39、 these institutions are ethical, competent, or socially conscious, a skepticism that the events of 2020 and early 2021 have only deepened.CXOs in our survey recognize the challenge.For example, more than a third of respondents were not confident that their organizations had maintained trust between

40、leaders and employees. Those who are succeeding told us they were focusing on improving communication and transparency with key stakeholders and leading with empathy.Our view is that cultivating trust is actionable.6 Leaders can take specific steps to instill and build trust among their stakeholders

41、customers, employees, vendors, regulators, communities, and investors and shareholdersby considering their needs across three dimensions of trust: physical, emotional, and digital. In the context of the pandemic, these dimensions were particularly important. Many organizations had to grapple all at

42、once with concerns about the physical safety of their employees and customers, the mental health and morale of their employees, and the security of their data, especially with the massive shift to remote working.PHYSICALThe physical safety of employees and customers remains a vital component of trus

43、t and is central to any appropriate post-pandemic response and reentry strategy.7 We asked CXOs to rate how well they thought their organizations had done in a number of workforce-related areas, and “keeping employees safe ranked highest among all of these areas: 77% of CXOs were confident they had

44、done a good job in this area. Similarly, 74% of CXOs felt their organizations have done a good job keeping their customers or clients physically safe. Yet, that leaves about a quarter of CXOs who felt their organizations could have done more to protect their people and their customers.Protecting the

45、 physical safety of stakeholders is an important factor in building resilience. More than 72% of respondents who felt their organizations kept their employees and customers or clients safe also believed their organizations have done very well in weathering the events of 2020.“Our stakeholders have p

46、ut a lot of trust in our organization,said Rahim Hiiji, chief risk officer, Manulife. “Thats been particularly critical during the pandemic. We strive to be open and transparent with our people and customers, telling them both what we know and what we dont know.”Transparency and open dialogue is als

47、o important for HSBC Canada. COO Tose notes: For us, the key was listening to our employees, conducting surveys, and being open and honest in our communications. Weve looked at mindfulness and well-being. Our employees have recognized our efforts and trusted that we werent going to force them to do

48、something, such as go back to the office, before they were ready.,EMOTIONALThough the COVID-19 pandemic pushed mental health to the forefront of the publics consciousness, it was a massive challenge before the pandemic, as well. The 2020 Deloitte Global Millennial Survey,8 conducted both before and

49、after the start of the pandemic, confirms this among the millennial and Gen Z demographics. The survey found that even before the pandemic, a large number of millennial and Gen Z workers were frequently suffering from stress and anxiety-common factors that contribute to mental health challenges.This resilience survey found that providing employees with stress and mental health resources5, was the most f