In pre-pandemic times, managers sought to build a team culture with their ever-present office workers. Productivity, collaboration, enthusiasm and team spirit were developed and nurtured over many years, with each new team member gradually brought into the fold.
The advent of coronavirus lockdowns changed all that - and balancing productivity and wellbeing could prove a major challenge.
Transformation begins with better data and insight into current and future required skills, as leaders build a more modern and agile workforce.
Data and intelligence have long been powerful sources of strategic advantage for businesses. Primarily, efforts in these areas have focused on attaining granular information on customers, analysed in depth to improve sales, services and responsiveness. Most companies, however, don’t have this same level of data infrastructure, insights and intelligence on hand to create an agile and strategic talent function.
Investors are placing vast sums of money into products they view as having strong environmental, social and governance credentials, but problems remain around data accessibility and quality. More consistency, reliability and transparency is urgently needed.
Today’s business leaders need succinct and actionable information at their fingertips. Pertinent data, drawn from in-memory systems such as SAP HANA, can shape long term strategies, while enhancing day-to-day operations and empowering employees at every level.
But no matter their scale, most organizations currently struggle to build infrastructure that best enables their information to be deployed for strategic impact. Small company technology managers and enterprise chief information officers alike operate under a deluge of customer data from multiple sources, requiring processing and analysis on a massive scale. In this context, establishing a comprehensive and targeted view of information is crucial to competitiveness.
Many governments reacted rapidly to Covid-19 to prop up their economies. These responses included grants, payment cheques, or salary coverage. The exceptionally short lead-in times in these initiatives unintentionally increased the risk for fraud, waste, and abuse.
False or fraudulent claims being made under existing programmes can be identified, along with waste, as a starting point for improving efficiency. Thereafter, types of losses not previously identified will also need to be understood and predicted.
Coronavirus has placed unprecedented pressure on companies to digitalise their operations. Smart businesses are prioritising process excellence with customer-centric, omni-channel offerings.
Covid-19 has created radically new realities for businesses, driving an urgent need to learn how to continue serving customers and operating efficiently while balancing the demands of mandatory physical distancing and multiplying online processes.
Infrastructure has a powerful role in economic recovery, following the damage caused by the Covid-19 pandemic. Many governments around the world, faced with enormous pressures, will make significant infrastructure investments to generate both an immediate boost and long term growth.
Well-judged infrastructure programs have been continually demonstrated as driving productivity and job creation.
The insurance industry is experiencing a sea change more fundamental than any seen in decades, with a PwC study showing three in four insurance companies are convinced that at least some parts of their business are at risk of disruption. Consumers’ shifting demands are combining with digital innovation to transform business models.
Just as Amazon has revolutionised retail, the ways in which insurance services function are being completely reimagined - leading to the birth of integrated insurance operators offering consumer-centric, digital health ecosystems that meet new demands and build loyalty.
DELOITTE: The coronavirus pandemic has presented governments globally with unprecedented challenges, requiring a rapid response from both a public health and an economic perspective.
Typically, initial priorities have been to protect companies, employment and income among individual citizens in order to prop up economies. However, as longer term schemes are readied, programs can be designed with greater nuance and precision, with improved management, monitoring and adaptability ensuring success across delivery channels.
User experience has been at the heart of recent progress in how financial services are delivered. Open banking allows account holders to share financial data securely with, and initiate payments through, a range of useful apps and personalised services. Since its launch in 2018 expectations of what can be delivered have heightened.
While open banking has already transformed what banks and financial technology companies can offer, customers now expect more: they want a powerful experience that puts them at the centre and reflects their entire financial life.
A selection of articles, reports and other content.