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DELOITTE - Adaptable Organization

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DELOITTE - Adaptable Organization

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The Adaptable Organization

Harnessing a networked
enterprise of human resilience
The Adaptable Organization | Contents

Contents

Introduction 4
The ecosystem 7
The organization 9
The team 14
The leader 16
The individual 18
Taking the steps to adaptability 20

2
The Adaptable Organization |
 Section title goes here

The Adaptable Organization


is a fundamental shift in operating
and management philosophy
that enables large-scale global
organizations to operate with
a start-up mindset and drive
modern people practices that
enable enterprise agility through
empowered networks of teams

3
The Adaptable Organization |
 Introduction

Introduction
The future belongs to the Adaptable. It always has…

The world around us is moving at an today’s management systems, structures in scarcity, structure and control and replace
unprecedented pace, but there is also and talent strategies tend to be outdated, it with an ecosystem that learns from the
an innate feeling that we have been designed for an era when size and enduring past and adapts accordingly to help ensure
here before. stability defined competitive advantage. survival of the overall system. In this sense,
Organizations that once benefited from Adaptable Organizations are living and
In times of disruption, we can sometimes a size‑and‑scale strategy have rapidly breathing enterprises organized around
look to the past for inspiration. Put yourself disappeared from the S&P 5001 and original networks based on how people work
in the shoes of a business leader in the early Dow Jones index.2 And today, just 14 percent and behave, distributing and maximizing
19th century. In the span of two decades, of CxOs report a high degree of confidence human potential.
people and businesses had to adapt to the in their ability to make the changes that
world being turned upside down with the the digital revolution requires.3 Beyond the Considered another way, Adaptable
advent of flight, the lightbulb, telephone C‑suite, employees’ trust and confidence in Organizations do business inclusively.
and automobile. But in the midst of this business and government is at the lowest Figure 1 compares stable and adaptable
radical change, some businesses not only levels in decades.4 organization characteristics. Diversity is not
survived but thrived, leading to the rise of how an organization does its work or how
new industries in banking, transportation, Amidst these changes a new breed of someone leads. D&I is part of the ethos of
telecommunications and energy. More than successful organizations is emerging in this a company – inclusion/inclusive behaviors
a century later those businesses are now all fourth industrial revolution that is shifting is how the CEO and everyone else leads
in the cross‑hairs of large scale disruption, away from command-and-control cultures and connects. This thinking enables it to
add to that record (and continuously towards management practices that harness listen to new voices, adapt in real time to
dropping) levels of engagement and you diverse crowds of people who are engaged, each new individual it employs, and leverage
have a perfect storm of externally imposed energized and focused on surprising and methodologies to foster richer, more
change and often a lack of internal readiness delighting customers, unencumbered by innovation solutions.
to deal with it. Pick up a front‑page cover excess bureaucracy and pursuing both
in the popular business press, or view the personal and business goals with purpose. A few years ago, an organization’s desire to
landing pages of consultancies, universities become more agile and innovative was an
or industry associations, and one sees The technology start‑up offers a model indicator of success; now it is an
the same set of issues being debated. for understanding how to become an imperative for survival in unstable markets.
Whether it’s about enterprise agility, Adaptive Organization that can flex to Organizations that are not directly impacted
customer connection, being purpose driven market developments, while energizing by increased market pressure and that
or simply breaking out of old hierarchical teams to deliver breakthrough products often appear stable on the surface, such
patterns, global businesses are triangulating and solutions. The factors that help make as government or not‑for‑profits, are also
around a common target, which is ultimately these fast-scaling workplaces irresistible can searching for adaptability.
about increasing their relevance to both also unlock a new way of leading, enabling,
their employees and their customers. working, and organizing.

Moving forward in today’s digital age What is an Adaptable Organization?


involves a complete shift in mindset, culture Organizations thriving in a complex world
and operating philosophy. of uncertainty show bold disruption and
However, the collective immune systems continuous innovation. Relying on the
of many global businesses are increasingly human desire for resilience and reinvention,
brittle and may easily crumble under these organizations embrace change
the enormous weight of technological and rapidly morph to respond to shifting
disruption and rapidly shifting consumer customer, environmental and market needs.
expectations. Compounding the challenge, Adaptable Organizations remove the belief

4
The Adaptable Organization | Introduction

Over the last two years, large not‑for‑profits, large‑scale central governments,
traditional retailers, banks and energy companies have all been experimenting
on the journey to adaptability. They are focused on empowering front-line
networked teams to make quicker and better decisions for customers, citizens
and stakeholders, by undertaking a mindset shift, and reimagining empowered
organizational designs, talent strategies and leadership development tactics. The
pages that follow describe what we have learned through these journeys.

Figure. 1: In a world where the future is uncertain, organizations should consider shifting stable and predictable characteristics to
adaptable ones.

Stable Adaptable
Organization Organization

Profit Driven Purpose Driven

Internal Focus Customer Focused Ecosystem

Hierarchical Structure Flexible Network of Teams

Siloed and Bureaucratic Interactions Agile Ways of Working

One-size fits all Talent Management Individualized Talent Engagement

Resistance to Change Change and Learning are Continuous

5
The Adaptable Organization |
 Introduction

Five layers of an Adaptable Organization


Based on our experiences over the last few years, we have summarized what we view as five fundamental layers of Adaptable Organizations:
1. The Ecosystem
2. The Organization
3. The Team
4. The Leader
5. The Individual (see Figure 2).
Just as the cell is the building block of all living things, in the Adaptable Organization a team composed of versatile leaders and resilient
individuals is the building block for adaptability. Latent human potential is driven through each layer of the organization and throughout
its culture.

The following sections explore each of these layers and how they can contribute to adaptability.

Figure. 2: The Adaptable Organization can be viewed at five layers from an adaptive ecosystem down to the individual.

The Adaptability Layers

THE THE THE THE THE


ECOSYSTEM ORGANIZATION TEAM LEADER INDIVIDUAL

How the work How work is How work is How work is How work is
environment ORGANIZED DELIVERED MANAGED and LED EXECUTED
OPERATES

Adaptable ...they organize ...they enable ...leaders are ...and they


organizations exist capabilities high performing inclusive unlock resilient
in Purpose Driven away from deep teams by adopting orchestrators individuals
ecosystems with hierarchy and connected ways versus technical through adaptive
defined customer silos towards a of working and an task masters in talent programs
focused missions network of multi- adaptable culture order to unlock to enable how
disciplinary the full potential of people want to
organizations diverse skill-sets learn, grow and
develop

6
The Adaptable Organization |
 The ecosystem

The ecosystem
In stable organizations, competitive advantage can be achieved using internally focused
strategies. In unpredictable times, organizational survival depends on understanding
a broader external ecosystem where purpose and goals are targeted to customer
missions which become a north star to rally leadership and teams around.

Ecosystems that leverage external communities, to the organization; and the community/crowd – a modern form of
collaborations, and alliances can better sense shifts in the workforce linked to the world. All are connected through shared
environment to remain competitive. purpose. Organizations are beginning to adjust their culture to
Historically, organizations have looked within themselves to drive engage the external talent ecosystem.5
market relevance and competitiveness, scanning the market
infrequently and rarely leveraging talent within the organization
for real-time insights. The broader ecosystem increases the
surface area of the traditional organization,
In an Adaptable Organization, understanding the external
environment becomes a continuous activity that fuels constant providing more space to predict the needs
efforts to evolve the business. of customers and citizens.
Adaptable Organizations embed
themselves in external networks Figure. 3: An ecosystem is an open, worker-led organization that
includes increasing use of external flexible workers and ongoing
and position workers to take on input from customers and the crowd to help stay ahead of market
the role of “active sensors,” always shifts.

detecting, scanning, and adapting


to fluctuating customer needs.
Building a culture of constant environmental sensing helps people Competitors Contingent
Workforce
inside the organization to be open about what they are seeing and
how they believe it will impact the organization. It is a stark contrast
to the “set it and forget it” strategy and organizational design that
traditionally occurred every three to five years. Adaptable
Customers Collaborators
Organization
Yet this expansive system can easily become misaligned and
requires a greater purpose to remain connected. Figure 3 highlights
the Adaptable Organization at the core of the ecosystem, driving
the focus, continuity, and strategy of the organization; the flexible Community Crowd
contingent workforce that occupies roles with fluctuating demand;
the outsourced specialists or vendors that provide specific services

7
The Adaptable Organization |
 The ecosystem

A shared purpose connects the Purpose-driven companies have 30 percent higher levels
ecosystem; defines success through
the eyes of customers, stakeholders of innovation and 40 percent higher levels of retention,
and society; and helps motivate people and tend to be first or second in their market segment.7
to succeed.
Not only are Adaptable Organizations able A bold organizational purpose cascades through the organization using customer-
to respond quickly to changes, but they focused missions.
also take their role as a social enterprise
seriously, moving away from being solely a Missions decompose customer focused strategies into outcomes that teams can organize
“business enterprise.” These organizations around. Missions should be revisited and refreshed constantly, in concert with changes in
aim to engage and connect with the hearts the ecosystem.
and minds of their workers, customers,
communities and societies-at-large.5 Characteristics of effective missions include being:
Adaptable organizations are grounded in
•• Linked to measurable outcome(s) to inspire focus on a common goal
social purpose and bring teams on a journey
while responding to changes with agility, •• Aligned around a differentiator for the organization in the marketplace
speed and ease.
•• Inspirational and motivating

A shared purpose is the ‘glue’ that holds •• Independent and discrete from the missions of other teams
the ecosystem together. In the absence of
•• Organized around closeness to the customer
a strict and controlling hierarchy, a purpose
becomes the North Star, reducing the need •• Focused around a goal/organizational unit that is under particularly intense competition or
to constantly seek direction from superiors. market disruption
By bringing a purpose statement to life and
connecting the dots for workers through Mission-based design leverages the natural human tendency for teams to self-optimize by
storytelling and meaningful narratives, keeping missions independent from other teams but still connected to the organization’s
workers are more likely to commit to the purpose. In this model, every team directly benefits the organization without impeding the
organization’s strategy and execution. success of another team.

Research indicates that focusing on In its design, an Adaptable Organization balances customer-focused mission teams and
purpose, rather than only profits, builds centralized functional capabilities to deploy agility and efficiency appropriately.
business confidence. According to research
by Bersin™, Deloitte Consulting LLP, 82
percent of employees who work for an
organization with a strong sense of purpose
are confident their organization will continue For example, a recent Adaptable Organization redesign with a banking client
to grow.6 used components of the customer experience to define missions (e.g., “help
me invest for the future,” “help me manage my lending accounts”).
When organizations define their success Teams were organized around specific things that mattered to “every day”
through the eyes of their customers, people looking to build nest-eggs, saving for a first home or paying for
stakeholders, or society, people come alive. their children’s education. It’s a lot easier to understand the role you play
in delivering against your company’s strategy when your day-to-day work
To capture this success, organizations must revolves around what makes customers happy.
be able to translate their purpose into a set
of customer-focused missions.

8
The Adaptable Organization |
 The organization

The organization
When change is predictable, stable organizational hierarchies can support order, clear
decision-making and functional silos to enable maximum efficiency. However, in an era
of exponential change, traditional organization models cannot keep up effectively.

Adaptable Organization design aligns understand the interplay of informal and influencing behavior, efforts to innovate
formal and informal structures to formal organization design. within the formal system often fail. Today,
customer- focused missions. even successful organizations may succeed
Traditional organization charts are outdated. In an Adaptable Organization, value emerges despite their structure, rather than being
”Sticks and boxes” offer little insight into how from assessing informal structures within enabled by them, and the collective “calorie
work gets done and who influences whom. the organization. This horizontal network burn” of individuals trying to navigate
Organization charts cannot account for the consists of relationships, power, connections, a structure that works against their
blurred boundaries of the broader and informal communication. Because the preferences and working norms, is a truly
ecosystem. There is a better way to informal system can be more powerful in wasteful endeavor.

Organizing work Recently, Deloitte conducted an organizational network assessment for a


professional services client. It revealed distinct communities operating beneath
along informal the organization chart that consistently had to cross structural boundaries to
get work done. It also identified that mistrust in the organization stemmed
systems in the from an inability to understand the responsibilities of other siloed groups. This
situation is common as leaders attempt to control unpredictability through
way people hierarchical organization designs. Happily, the knowledge of these networked
relationships enabled the firm to create cross-functional teams aligned around
naturally behave how people actually worked to make the customer happy. With these newly
formed groups, trust and productivity significantly improved.
helps maximize
Similarly, a successful technology company’s IT function prided itself on being
opportunities strategic advisors to the business and on proactively reaching out to
customers. It had built a traditional functional structure and business partners
to drive reported to the IT function. But the company understood it had to adapt to
the changing needs of their customers and improve their time-to-value. Using
experimentation, network analysis to capture the flow of information and the strength of the
relationship between IT and the business, the group discovered customers
innovation, and initiated over 60 percent of their interactions – they were not nearly as
proactive as they had thought! Knowing this, the company redesigned roles to
idea generation be closer to customers, allowing them to operate with more speed. Next,
it eliminated silos. Once organized vertically in 14 separate sub-functions,
and makes for a network insights revealed they really connected in just four communities. The
company re-grouped teams naturally in these four groups, giving them greater
happier workplace. ability to flex quickly to customer needs. Finally, they discovered customers
with multiple points of IT contact enjoyed higher levels of satisfaction than
those connected to a single business partner. They therefore redesigned their
teams to give customers more points of contact and expertise. See figure
4a for an external view of how the informal network connects individuals
across several functions.

9
The Adaptable Organization |
 The organization

Figure. 4a: Functions in an organization chart do not tell us how people actually work. All organizations have a hidden informal network
of interactions that may undermine formal structure to get work done. Here, 3 separate functions (indicated by the colored dots on the
organization chart and networks) actually informally connect through a network of 4 cross-functional communities (circled) that have
little to do with the functions they reside in.

How we think an organization How it actually


works… works…

Functional Formal Structure

Cross-Functional Informal Network

Building a network based on natural The new networked design must is not static and shift teams accordingly as
human interactions does not mean relying balance customer adaptability and the work or environment shifts. Figure 4b
on people to form networks and hope scaled efficiency. outlines how certain teams within
they meet the needs of the organization. Far too many organizations ignore informal the organization may operate in a more
Adaptable Organizations prioritize design structures, the complexity of the work and centralized, operational-focused “Shared
efforts on getting as close to the customer surrounding environment. In the ongoing Services” model, whereas others that
as possible. battle between efficiency and flexibility interact with the external ecosystem with a
many organizations believe that they can growth and innovation focus may
Adaptable Organization design uses only have one or the other. deploy more cross-functional teams. Even
informal networks to assess how with customer mission-based design,
individuals and teams align to identified Adaptable Organizations simultaneously many organizations, particularly in highly
customer missions. manage efficiency and flexibility through regulated industries, will need to maintain
centralized and decentralized teams. They a stable backbone of internal support
also recognize that organization design functions. Organizations pursue efficiency,
structure and functional expertise in an
adaptability model where it makes sense.

10
The Adaptable Organization |
 The organization

Figure. 4b: Teams can be organized on a scale of efficiency and adaptability, depending on focus, complexity, and interaction with the
external ecosystem. Using the results of network analysis you can identify the functions that work more closely together than others.

Efficiency Adaptability

Shared services Resource pools Cross-functional teams

Designed for High-efficiency, Moderate-adaptability, project- High-adaptability, mission-specific


goal-specific execution; specific execution execution; entrepreneurial tasks
operational tasks

Description Dedicated and often centralized Highly specialized workers that Dedicated and often decentralized
teams, where work is temporarily collaborate with other teams that are collaborative,
standardized, transactional, and teams to add knowledge-based multi-disciplinary, and co-
transitions from team to team value, where work is fluid due to located with autonomous
with well-defined interfaces; ad-hoc demand decision-making ability
potential for automation

In Practice Traditional shared support Data scientists who provide A cross-functional sales,
Functions (e.g. finance, insights across the organization marketing, and product
legal, payroll) development team delivering
value to a mission faster

The design of an Adaptable Organization will


be very different for each organization, but
Deloitte worked with a bank to help it unlock its vision to be more customer-
will always rely on teams. Deloitte has long-
centric, agile and flexible. The bank implemented an innovative, network-based
advocated the power of networks-based
team model, aligned to specific customer outcomes. Instead of focusing on
teams.8 Team-based design focuses less
internal products, the bank now organizes itself around the ways customers
on who people work for and more on who
want to interact with it, supporting a range of human touch points and a
people work with. Teams are diverse,
uniform experience across all channels and platforms. The bank
often cross‑functional, connected by specific
adopted agile principles, transforming ways of working, culture and team
missions to serve a customer, product or
behaviors.
organizational outcome and have clearly
defined cultures, mindsets and behaviors.
The initial design leveraged an operating model in which the teams closest
Teams working in this way can more easily
to the customer and the external ecosystem operate as a network of cross-
leverage the power of diverse thought
functional teams while core operational teams operate in various team
to help achieve successful outcomes by
structures to serve the needs of the customer-focused teams. Immediate
working with (or even more easily meeting
feedback suggests the power of collaboration energizes leaders and enables
with) people who think differently, who ask
teams to own independent missions increases communication, trust,
different questions and approach problem
knowledge and ultimately the organization’s ability to deliver to its customers.
solving in a way that helps the group see
around all sides of a challenge.9

11
The Adaptable Organization | The organization

To enable an Adaptable Organization,


carefully establish flexible governance For instance, a not-for-profit organization recently adopted an agile-inspired
and decision-making models. governance structure that put greater decision-making accountability
For this model to work effectively, into teams and increased the thresholds requiring decisions from senior
governance (decision making) must also leaders. This shift in decision-making means cross-functional teams can
become adaptable, given the absence of deliver value faster and have a deeper impact on the communities they
traditional top-down formal hierarchy. serve. Clarity about decision-making rights and responsibilities is critical for
all team members, but a shift to greater levels of individual empowerment
may be especially challenging in more hierarchical environments. Help with
Adaptable Organizations deploy minimal the transition is necessary.
bureaucracy (e.g., pushing signoff authority
down to lower levels of the organization)
that supports appropriate risk management The structure, governance and models will
without excessive meetings, reviews and look different depending on the stability of
escalations. To enable success, power the external environment and the complexity
should flow away from those who are of customer missions. However, generally
likely to defend their autonomy and speaking, leading practices encourage a
towards those who seek to support the larger number of cross-functional teams in
organization’s purpose. Decision‑making order to minimize hand‑offs and work more
roles are radically transparent. Governance holistically towards solving customer needs.
forums operate on a rhythm so engrained
in the organization that they become the Once established, the customer-focused
metaphorical heart, pumping information structure comes alive, now representing
and decisions throughout the organization an organism instead of a rigid,
to keep it constantly moving forward. mechanistic organization.

A test-and-learn approach to Flexible design establishes a platform


implementation is typically enabling the free‑flow of ideas, culture
more effective Adaptable and change across the organization,
Organization design. and aligns teams, leaders and individuals
When shifting from a purely stable to the new way of working. Measuring
organization to an adaptable one, the success of these models in new ways
evolutionary, incremental changes are balances their tangible and intangible
most effective. value. Adaptable Organizations emphasize
softer metrics like team performance and
Figure 6 on the following page, highlights human relationships.
options, starting with a safely-piloted
approach in projects or experimentation to In many team-based organization designs,
test the culture and ways of working the concept of a C-suite does not disappear;
required for the organization. Some in fact, it becomes more important and
organizations will aspire to move all the way requires symphonic harmony to navigate
to the right and deploy autonomous, today’s complex environment. The role
customer-focused P&L accountabilities and of the C-suite shifts from independent
teams across the enterprise. Others will see functional experts to the ultimate cross‑
maximum value somewhere in the middle. functional team.5

12
The Adaptable Organization |
 The organization

An Adaptable Organization only emerges


through a long-term series of many small
changes that eventually change the DNA of
the organization.

Figure. 6: Many organizations begin the adaptable journey by testing adaptable concepts in customer facing areas of the enterprise,
most prone to disruption while maintaining a stable backbone of efficient shared services. As the culture, ways of working, and
governance is tested, many organizations will make the shift to fully integrate cross-functional teams. Many large multinational
organizations will find themselves somewhere in the middle and managing a dual operating model or flexible and stable designs. To
keep the organization moving in the same direction, connecting teams to a greater mission and enterprise purpose becomes even more
important — especially in a dual operating model environment.

Project-based cross functional Customer mission-based teams Autonomous, customer-


teams & experimentation hubs supported by core functions focused teams

13
The Adaptable Organization |
 The team

The team
Conventional wisdom believes that high-performing individuals deliver organizational
performance. Adaptable Organizations place greater emphasis on the team and help
unlock individual performance through team composition and new ways of working.
Individual performance is intrinsically transparency have constructed a safe mission, objectives and priorities to align
linked to team composition. climate that celebrates diversity of thought activities to target outcomes. Tasks assigned
This logic around high-performing team and anchors team members in the social to team members should be meaningful to
development has been clear for some time, purpose of the organization. maintain commitment while simultaneously
but many earlier team-based designs failed driving collective team ownership. Team
because the organizations put individual With each member bringing diverse members are empowered to make decisions
performance ahead of team and did not perspectives, unique skillsets, and and free to take on new roles as needed to
account for instability in the external broad experiences, an organization’s achieve the mandate.
environment. potential grows.
A cohesive team of average players can
A high-performing team is always worth In this landscape, an uninterrupted dialogue easily outperform a team of dysfunctional
more than the sum of its parts and radiates connects individuals and teams to overall star athletes.
resilience which resonates throughout the
organization. Three distinct components
mark a diverse, high-performing team: Figure. 7: High-performing teams should meet three broad conditions
1) a shared outcome, 2) iterative and
empowered execution, and 3) a climate or Shared Customer Iterative & Enables Empowered Psychological Safety is a
Outcomes Execution addresses how the shared believe that I can be my
culture promoting fairness, constructive focus on value, meaning and team operates throughout its authentic self, openly share my
conflict and psychological safety, (see customer interests at the daily activities to continuously ideas and opinions without the
heart of the team’s activities improvement its outputs fear of negative consequences
figure 7 for more details). Teams that
have deliberately moved into the rhythm
of trust, clear mutual accountability, and High performance culture Fast feedback loops enabled
High level of trust
based on motivation by focus and discipline

Our research shows Mission driven, not


profit driven
Experiment friendly and ability
to deal with ambiguity
High degree of team
ownership and accountability

ideas developed by Customer is the beat Transparency and data-driven Team rather than individual
of our collective heart decision making focused
teams with three Visible action for both

or more members failure and success

have 156 percent


greater appeal
with customers,
than teams with
one or two key
contributors10

14
The Adaptable Organization |
 The team

Clear focus unites the team to the


organization’s purpose. ‘collaboration’ usually is not; instead many True collaboration
In an Adaptable Organization, a network of
teams centers upon a clear purpose and
people work with who and what they know,
taking a ‘low risk’ approach to getting can unlock latent
a set of core values. While this common
purpose provides guidance and direction
work done. As organizations embark on
the adaptability journey it is important to productivity
for individuals and teams, each team has its
own clear focus on one mission or outcome.
consider what tends to hold most teams
back from true collaboration: and inclusion,
The number of desired outcomes sets the
number of teams, and as outcomes change,
• No universal understanding or definition and can realize
of collaboration
teams shift to meet the new demands.
• Confusing collaboration with consensus- higher employee
Iterative and empowered
execution with transparent decision
building, where consensus can be used to
avoid accountability engagement
rights is critical.
The principles of agile software
• Preference for face time, even where and agility to
video conferencing exists
development and agile management have
succeeded in many business contexts. Such • Formality. When people resist showing help accelerate
principles put the customer and outcomes
at the center of every decision. They are
their “human” side, it can take longer to
build a safe space for team rapport execution of the
able to achieve adaptability by failing fast
and delivering work frequently, stressing
• Too much focus on the immediate team, business strategy.
in lieu of a deeper understanding of how
collaboration over individual contribution,
the broader organization works
promoting frequent face-to-face meetings
to identify issues and make decisions, and
No single, prescribed methodology makes
reflecting at regular intervals on how to be a
teams great, but effective organizations
more effective team. All these elements are
always take time to build collective
key factors in adaptability.
understanding to work in this new way.
They invest in workplace environments that
Many of our clients (beyond the IT function)
enable true collaboration. Leaders also
have been adapting components of agile
become a linchpin for modelling new ways
methods to keep teams aligned including
of working.
daily stand-ups, iteration reviews, cross-
team planning to handle more complex
The team is a core element of the Adaptable
problems and retrospectives that offer
Organization and can only be as successful
a safe place to discuss problems and
as the leader who empowers and enables it.
improvements. Taken together, these
Teams cannot thrive in new environments if
methods help connect teams and support
leaders are stuck in old mindsets and ways
the right environment for accountability
of working.
and autonomy.

The adaptable environment helps


create a safe place for collaboration and
connected ways of working.
Many organizations believe that their teams
already practice effective collaboration,
but most do not. What teams label

15
The Adaptable Organization |
 The leader

The leader
As organizations pivot and adapt to shifting contexts, the adaptability of leaders
becomes essential. Leaders should be versatile, able to energize, empower and connect
people across the ecosystem and to lead any team in any context.

In the Adaptable Organization, .


leaders exist at all levels and
The influence of leadership style on an organization’s adaptability can be
are inclusive orchestrators who
illustrated through Deloitte’s recent work with a well known US based
foster an environment for high-
organization. The organization had previously been rooted in a culture of
performing teams.
fear and avoidance, where decisions were escalated to the CEO by default
To be able to transition successfully to the
because leaders (at all levels) feared making mistakes for their decisions. It
Adaptable Organization, leaders must drive
was only after the CEO stood on stage in front of employees and shared a
change. Leadership has traditionally been
story of personal failure, that this mindset began to shift. Leaders in the
hierarchical and somewhat monolithic;
organization began to recognize the need for vulnerability, risk-taking,
leadership roles have conventionally been
inclusivity, and the breaking down of traditional role barriers. This
bestowed upon those considered most
ultimately led to more empowered teams who were comfortable with
expert or experienced. But flattening
autonomous decision- making, which is an integral component of an agile,
hierarchy to a distributed, team-based
constantly-adapting organization.
model demands leadership at every
level and allows leaders to emerge in the
“hidden networks.” Complexity demands leadership market needs effectively; thus, leaders
and versatility. should Empower others. It is unrealistic
This represents a shift to multi-focus, multi- In an adaptive context, three leadership and inaccurate to expect a handful of
context leadership, in which individuals lead capabilities become paramount: the ability people at the top of an organization to
regardless of function, technical discipline or to Energize, Empower and Connect. always have the best answers and ideas.
hierarchy. Direction, vision and inclusivity Instead, a major predictor of creativity is
define leadership rather than just technical Where change is constant and disruption subject matter expertise. Those closest to
knowledge. The leader demonstrates rife, oftentimes skill sets are increasingly challenges and opportunities often have
inclusiveness by words, actions, and priorities redundant and fear and apprehension the greatest potential to innovate. Leaders
and measures success differently. And when are prevalent. Leaders should Energize should delegate responsibility and relinquish
they possess commitment, curiosity, cultural their people, articulate a compelling vision, control to leverage the collective abilities
intelligence and cognizance of bias they can instill a common sense of purpose, and of the entire organization. Encouraging
be nimble in the face of diverse talent, provide belonging. To build and sustain an experimentation, continuous learning, and
customers, ideas and emerging markets.11 Adaptable Organization, leaders should be instilling a fail-fast mentality in those they
able to energize all people, regardless of lead should become their role.
In a model that puts the team at the center, it personality, background or motivation (see
is tempting to view leadership as distributed, figure 8). With Deloitte’s support, leadership The ability to Connect means encouraging
collective and somehow shared. But at the aforementioned organization took collaboration across boundaries, connecting
leaderless teams do not generally function their teams through structured exercises to silos and unlocking potential synergies to
effectively. As the context in which leaders build a collective mission and define working cultivate and strengthen networks of teams.
operate becomes more complex, it is more norms. It’s important for leaders to be optimistic
important than ever that organizations invest about the capabilities of others, drive
in developing leaders, and more people need The Adaptable Organization also requires collaboration, be inclusive and value the
to become skilled in aspects of leadership. a culture of innovation and flex to respond contribution of a diverse range of individuals
to shifting customer, environmental and to unlock latent potential.

16
The Adaptable Organization |
 The leader

Identifying and developing leadership


qualities at all levels of the organization How leaders lead is the key factor
drives adaptive potential.
With the shift to purpose-driven teams in determining the transition to an Adaptable
an Adaptable Organization, it is critical that
talented leaders exist at all levels. Organization. Effective leaders must
Therefore, organizations should focus
sharply on developing the ability to Energize, embrace change, navigate ambiguity and
Empower and Connect in their leaders and
leadership pipeline. Identify individuals who complexity, and harness an increasingly
are naturally ‘wired’ to lead in this way and
who have the raw material to develop these diverse workforce.
capabilities at speed – and then invest in
initiatives that focus on their development.

Figure. 8: The adaptable leader requires capabilities stripped back to the core elements of people
leadership — the return of the psychological leader

Leadership Capabilities
(learnable)

ENERGIZE EMPOWER CONNECT

Co-create the mission with the team Enable empowered execution Build international collaborations

Provide psychological safety Cultivate the skills needed for change Get buy-in from diverse stakeholders

Personal Factors
(accelerators or derailers)

SOCIAL FLEXIBILITY
PEOPLE REGARD
DRIVE
SELF-BELIEF
CHALLENGING
RISK TAKING
CONCEPTUAL THINKING
BREADTH OF PERSPECTIVE
RESILIENCE
EXPERIMENTING
DECISIVENESS
EMOTIONAL INTELLIGENCE

17
The Adaptable Organization |
 The individual

The individual
The traditional view of the employee assumes people inherently resist change and
talent programs provide stability. In Adaptable Organizations, resilience and accepting
change becomes part of the organization’s DNA and talent programs exist to enable
that resilience.

Adaptable is not something you do, it is


something you become.
Talent programs must work in concert to
deliver an integrated employee experience
If individuals cannot
If an organization successfully aligns
ecosystem, organizational structure, team
that can build resilience and unlock
individual potential.
shift their own
environment and leadership, it’s likely to
quickly realize that it should also nurture Talent Management evolves to nurture
mindset and visible
resilience in its people in the face of
constant change.
individual resilience and create a
learning organization.
behaviors, the
Successful leaders understand the
People cannot traverse these adaptable
systems on their own. Individuals and teams
organization will
unsettling impact that change can bring.
They also recognize that the success of their
need a guide to help navigate the networked
organization and team environment, while
likely struggle to
Adaptable Organization depends greatly on
people being comfortable with the unknown
providing safe boundaries to explore
their own careers. Traditional talent
become adaptable.
and accepting new ways of working. programs should become more flexible and
Focusing on constant change, disruption customized to support individual resilience As compared to a traditional organization,
and adaptability can make leaders forget for collective impact. Figure 9 highlights greater flexibility, inclusion, and agility is
that humans are fundamentally nervous the shifts in talent programs necessary required of an Adaptable Organization, and
about uncertainty, and they may forget throughout the employee journey to should be built into this initial foundation.
the consequences of not helping their support adaptability. Recruiters source within the ecosystem
employees become accustomed to new to access a broader, more flexible talent
ways of working. Even before an employee starts with an pool. Workforce planning should become
organization, it is necessary to build a more strategic to review how work can be
To this end, it’s important for leaders to foundation that supports team-based automated and who can deliver the work,
coach their people. An adaptive individual environments and adaptable work. In order through identification of new talent sources
thinks with a: to do so, job descriptions should give way and the understanding that there is no
to fluid roles based on competency and single, rigid talent profile for each job.
• Global Mindset: Openness to and
potential. People craft their responsibilities
awareness of diversity across cultures with After this foundation has been solidified for
to align to the outcomes and mission-focus
a propensity to leverage differences and the employee experience, talent programs
of the organization. In turn, recruitment
find common ground become even more necessary to enable
shifts from traditional skill matching and HR
• Growth Mindset: Thriving on challenge and selection to purpose and cultural fit, with the agile, collaborative, and empowered
seeing failure as a springboard for growth increased involvement from peers. behaviors of an Adaptable Organization.
and stretching existing abilities Onboarding is no longer about completing a Previously, career development in many
checklist of tasks, it’s about getting a rapid organizations involved bureaucratic annual
• Design Thinking Mindset: Using logic, performance reviews, a misalignment
understanding of the organization’s culture,
imagination, intuition and systemic in learning and performance outcomes,
purpose, and customer focus.
reasoning to explore possibilities and and career trajectories that followed a
The Adaptable Organization puts the
design outcomes that benefit customers predetermined, inflexible set of tracks.
emphasis back on people, not job titles,
• Diversity of Thinking Mindset: Looking for thus increasing diversity of thought Significant hours are wasted each year on
and leveraging different perspectives and and introducing greater ownership performance reviews, much of it spent on
approaches to solve problems and seize for individuals to strive towards the closed-door conversations that did not
opportunities team’s mission. always result in direct feedback for the
individual. Only six percent of organizations
18
The Adaptable Organization |
 The individual

consider their rewards as innovative, flexible,


personalized, and aligned to incentivize
employees expect. While constantly
developing new skills and being open to
Learning should
certain behaviors, though 42 percent believe new ideas. One client is testing the idea of a be continuous and
rewards are a high priority.5 Finally, learning “career passport” that tracks an individual’s
activities in many organizations have not experiences and capabilities on missions indistinguishable from
been updated to correlate to performance around the organization, focusing careers
outcomes or to establish enterprise learning on learning from missions instead of daily work and individuals
strategies that coordinate multiple functions
(e.g., L&D, KM, Culture Development, Change
checking boxes at each level of a hierarchy.
need opportunities to
Management) around a common purpose Shifting from a traditional organization to reinvent themselves as
and standards. Time spent planning for and the Adaptable Organization means
delivering classroom style learning doesn’t upending career trajectories and disrupting the organization adapts.
allow an organization to effectively keep up the stability, a daunting task. Providing
with the external ecosystem around them. belonging through new team dynamics
Several years ago, Deloitte
Adaptable learning is mission-based and and inclusive leadership behaviors is
reinvented its performance
individual learners are connected to a social necessary for an effective transition. The key
management after an assessment
network of others who have learned or are takeaway: leaders play an ever-more crucial
suggested we trailed in
learning the same mission. This way the role in understanding work preferences
performance management
informal network in an organization helps and guiding career development. Real-
innovation and worker
nudge knowledge and ideas forward. time feedback and coaching, learning
engagement. The solution was
When an effective and flexible performance embedded in daily work, and flexible
a radical shift that focuses on
management and compensation system growth opportunities are essential in fast-
speed, agility, continuous
is in place, it paves the way for the career moving environments.
learning and transparency across
development and work experience that
all layers of the organization
enabled by data-driven insights
collected throughout the year.12 A
People shift from fixed individual roles to banking client recently took this
idea a step further and integrated
changing roles, cross‑functional expertise, team performance into an
individual’s overall performance
latticed careers and knowing how to considerations; the success of the
team determines half of the overall
activate networks across the organization. outcome, not just the individual.

Job Definition Recruitment Onboarding Performance Compensation Learning Career


Management Movement

Job descriptions Purpose and Focused on Team Bonuses Learning is Less focus on
shift to broader culture fit is more Purpose, Culture performance, are more in continuous, built hierarchy
roles not limited important than and Customer peer reviews, the moment into day to day ladder climbing
to one set of job description Orientation. ongoing career motivated by work and changes and more
skills, strengths, alignment. Rapid job discussion purpose and based on the focus on fluid
or capabilities. Diversity of rotations to and individual mission outcome. needs of the rearrangement
Employees thought and understand how strengths replace Salary decisions individual instead and “horizontal”
play a role in experience is a the organization traditional have more input of formal class- career paths
crafting their key consideration works once a year from peers room learning
responsibilities conversations and less from rolled out
based on current based on past superiors programmatically
behaviors performance

19
The Adaptable Organization | Taking the steps to adaptability

Taking the steps to adaptability


Trying to solve today’s complex, industry‑reshaping challenges can seem formidable. An
Adaptable transformation doesn’t necessarily deliver customer intimacy or product/
service excellence on its own, but it improves your organization’s chances of discovering
those breakthroughs by purposefully creating a symbiotic relationship between your
customer, community or citizen goals, and your internal choices against the 5 layers we
have examined. Below are considerations to kick start your journey.
1. Being Adaptable is up to you – You don’t need to be a start‑up or a small organization to take the leap. Large multinationals, from oil & gas
supermajors to global banks and consumer giants are beginning to challenge outdated management philosophies and practices. Many are
experimenting through pilots and only in the areas where it’s required. An Adaptable Organization does not mark the end of functional
design, shared services and large scale divisional of labor. It just calls for a more bold approach in parts of the organization where customer
pressures and disruption are particularly intense.
2. Becoming Adaptable is safer than you think – In fact, Adaptable Organization transformations are safer than your typical large scale
transformation or conventional reorganization. Historically, these initiatives have been highly “waterfall” and all about placing a “big bet” based
on the latest management fad, or benchmarks that have little relevance to your own organization. In contrast, as we have examined through
the 5 layers, Adaptability is achieved through incremental changes that nudge the organization forward through a test and learn mindset that
builds confidence as each month of the initiative passes.
3. Adaptable is not about doing what others are doing – Well-documented digital and technology organizations and other pioneers
were bold and experimented with early forms of adaptability. Unfortunately, both clients and consultants alike are guilty of “cutting and
pasting” the practices of others against their own operating environment. This should be avoided at all costs. Adaptable Organizations work
when they have been designed, led and implemented ground up and customized to the unique needs of the organization. It may sound
obvious, but it’s one of the most common mistakes that we have observed over the last few years.
4. Adaptable is more than theory – After consuming articles and presentations on the reasons to make your organization more flexible,
agile, resilient or adaptable its important to understand that becoming adaptable is hard. It is about changing ways of working and ways of
thinking about work, which takes time. We often see the urge to declare “mission accomplished” too early in the journey to be Adaptable. This
can significantly undermine progress that has already been made. Follow through is essential.
5. Adaptable is not just architecture – Many organizations start with organization design because it’s often a visible symptom of larger
adaptability challenges, but it’s only the tip of the iceberg. Organization architecture is a platform for the individual people that will make
adaptability successful. Creating the right environment for those people will take a lot longer than redesigning the team composition.
6. Adaptable is about team before the individual – Do not confuse Adaptable with the approaches from past decades. Every conference
presentation or workshop inevitably raises the same question – “haven’t we already tried this with tiger teams, or quality circles?”. While it is
true that aspects of adaptability have been experimented with over the last 30‑40 years, the fundamental gap has been a lack of systems
thinking to genuinely connect how structure, ways of working, leadership, and behaviors link with customer missions to activate autonomous
teams to work with purpose.
7. Adaptable is about leadership everywhere – We have seen some organizations adopt adaptable practices like Networks of Teams or
Agile ways of working, but then hesitate when it comes to “leaders letting go” and allowing teams to make decisions (and make mistakes).
Unfortunately, because AO is based on a systems thinking, unless you have the resolve to follow through fully, you will not get the full benefits
that others have. Again, you can still be iterative and pilot in parts of the organization, but in those selected initiatives you have to go all the
way.
8. Adaptable is co-creation – There is no better design or change then one that has involved (and in the case of AO, been led by) the very
people it is looking to positively affect. While the CEO/CxO may trigger the transformation and set the broad vision, AO works best when it is
led ground up. It takes some courage to let go as an executive, but can yield real results.

If you are in an industry that is in the cross-hairs of disruption, but are reluctant to take the leap into Adaptability, consider the opportunity
cost of not acting, and take an experimental mindset into your next meeting. Many incremental steps towards being Adaptable (taken
together) will lead to the fundamental shift in operating philosophy that we believe AO can deliver at a time of significant disruption.

20


Is your organization ready to embrace adaptability? Consider the following questions as your initial assessment:

Do your workers, peripheral talent, and stakeholders truly see a shared purpose that unites them?

Does information from your customers and environment flow in seamlessly to inform decisions?

Have you minimized bureaucracy and hand-offs between teams?

Are you able to “spin up” and “spin down” teams rapidly when needed, with a clear mandate?

Do your teams operate based on trust, bringing diverse perspectives to the table, and perform well?

Are your people comfortable experimenting and learning from mistakes, knowing you will reward them for learning?

Do you know your leaders are at every level?

Do you know if your leaders have the capabilities needed for tomorrow’s challenges?

Do your talent programs address talent beyond the traditional worker, such as contingent workers?

Can you support your people in building their skills and capabilities across a range of experiences, or are they encouraged to
continually move up?

21
The Adaptable Organization |
 End notes

End notes
1. Salim Ismail, Exponential Organizations (New York: Diversion Books, 2014).

2. Hopkins, Christopher D. “Dow Jones Drops GE, A Member Of The Original Industrial Average In 1896” NPR, Aug. 23, 2018 AD, www.npr.
org/2018/06/19/621659846/dow-jones-drops-ge-a-member-of-the-original-industrial-average-in-1896

3. Deloitte, The Fourth Industrial Revolution is here—are you ready?, Deloitte Insights, January 2018.

4. Edelman, 2018 Edelman Trust Barometer: Global Report, 2018.

5. Deloitte, 2018 Deloitte Global Human Capital Trends: The Rise of the Social Enterprise, 2018.

6. Deloitte, Culture of Purpose—Building business confidence; driving growth: 2014 core beliefs and culture survey, 2018.

7. Josh Bersin, Bersin by Deloitte, Deloitte Consulting LLP: Becoming Irresistible: A New Model for Employee Engagement, 2015.

8. Deloitte, Human Capital Trends 2016: Out of sync?, 2016.

9. Deloitte, Diversity’s new frontier: Diversity of thought and the future of the workforce, 2013.

10. Deloitte, Digital collaboration: Delivering innovation, productivity, and happiness, 2013.

11. Deloitte, The six signature traits of inclusive leadership: Thriving in a diverse new world, 2016.

12. Marcus Buckingham and Ashley Goodall, Reinventing Performance Management, Harvard Business Review, 2015

22
The Adaptable Organization | Authors

Authors
This paper has been developed through a global open network of cross-functional Deloitte
team members.
Initiative Leads and Co-Authors
The Adaptable Organization initiative was guided under the leadership of Amir Rahnema and Tara Murphy who co-authored and edited the
perspective.

Amir Rahnema | Deloitte Consulting BV Tara Murphy | Deloitte Canada

Amir is a Canadian Partner based in Amsterdam. Tara is a Manager in Deloitte Canada’s Human Capital consulting
He is Deloitte’s global head of Organization Design. He is focused practice. She focuses on helping clients architect new
on working with organizations as part of large-scale organization designs to adapt to changing markets and shifts
transformation typically tied to shifts in strategy, new technology in business strategy. Tara has a keen interest in understanding
implementations and complex workforce transitions. He has and developing methods to help large organizations inject agility
spent the last few years working with consumer business into their designs, capabilities and processes. She has worked
companies, retailors, banks, energy companies and governments on reorganizations and major operating model transformation
in exploring adaptability in leadership teams and operations. initiatives across industries and leads Deloitte’s global Adaptable
Organization methodology development.
Expert Advisory Group and Co-Authors

An Expert Advisory group of cross‑functional leaders from around the world co‑authored the paper and brought their client experiences on
Adaptable Organizations.

Dimple Agarwal | Deloitte MCS Limited Jessica Eden | Deloitte Canada

Dimple is a Partner in the London office and is the Global Leader of Jessica is an expert in agile organizational transformation and a
Deloitte’s Organization Transformation & Talent practice. leader in Deloitte’s Canadian organization design consulting
She has over 23 years of experience in organization and people practice. Her work focuses on helping clients decide on and
consulting. Her functional expertise includes leadership, cultural implement organizational changes that elevate the customer
change, talent strategies, change management, capability experience and address the pressures of disruption. She has
development, designing and implementing operating models and extensive experience bringing together leaders at all levels to re-
workforce transition in the context of large scale business imagine and transform how work gets done, by addressing
transformations primarily in the consumer business sector. customer, talent, process and technology issues from an
integrated perspective.
Don Miller | Deloitte Consulting LLP

Don has more than 16 years of industry and consulting experience.


Kat Lee | Deloitte Canada
In his current role, he serves as the US Analytics leader for Deloitte’s
Human Capital Organization Transformation & Talent practice and Kat is a subject matter expert in Transformational Change,
also serves on Deloitte’s Global Organization Design and Decision specifically in designing and sustaining Agile and Digital leadership,
Solutions Leadership team. Don is focused on helping clients learning culture, mindsets and new ways of working within
improve performance by building operating models and Financial Services in North America. She is also an accomplished
organization structures to execute new capabilities through their business author and was the lead writer for the NY Times/USA
people, aligning the capabilities, metrics, processes, and culture of Today Bestseller on leadership and culture, As One:
a business to its structure, leadership, roles, and talent. Don also Individual Action, Collective Power published in 2011.
helps clients solve some of their top business challenges by creating
tailored culture, leadership development, and employee
engagement solutions to better execute organization transitions as
well as mergers, acquisitions, and divestitures.

23
The Adaptable Organization | Authors

Persis Mathias | Deloitte MCS Limited Shivani Maitra | Deloitte MCS Limited
Persis is part of Deloitte’s Human Capital Practice in the UK and has Shivani is a Partner in North West Europe's Organization
over 20 years of in-depth experience consulting with organizations Transformation and Talent practice. She leads the Organization
across the globe on various areas of Organization Design, Design practice in the UK and is the Life Sciences leader for Human
Leadership and Talent. She has led large scale transformation Capital in the UK. Shivani is part of core team partners in Deloitte
projects for organizations going through mergers & acquisitions, who are developing solutions for clients on Future of Work and
organizational & cultural transformation. Persis is passionate impact of emerging technologies and ways of working on workforce.
about helping organizations explore and leverage opportunities
presented by Future of Work to build and maintain adaptable, Tiffany McDowell, PhD | Deloitte Consulting LLP
nimble and sustainable organizations that will enable them be Tiffany has expertise in all areas of organizational behavior and leads
better positioned to drive exponential growth, value and impact Deloitte’s Organization Strategies Market Offering. Tiffany focuses on
delivering operating model, organization design, talent strategies,
Peter Sloan | Deloitte MCS Limited and global change management solutions for large-scale
Peter heads up the Deloitte Leadership practice in the UK and transformation projects. She has recently brought organizational
works with large global organizations to ensure leadership is a key network analysis and adaptable organization design thinking to help
enabler of organizational performance. A chartered psychologist, he her clients build networks of teams and unleash their organizations
helps clients to ensure they have the leaders they need to deliver energy.
their strategy and he advises on succession planning, executive
talent programs and leadership development. Peter’s current focus Tom Alstein | Deloitte Touche Tohmatsu
is on supporting organizations to develop Tom is a global thought leader on Next Generation organizations.
‘future leaders’ for a disrupted world, and on the pivotal role leaders He guided multiple organizations globally on their journey to truly
play in enabling transformation. anchor their organization in customer centricity, adaptability and
a digital world. He has extensive experience in designing and
Robert Myatt | Deloitte Canada implementing strategies and transformations, designing high
Robert is a chartered business psychologist with over 20 years' impact business and operating models, building (new) business
experience of enabling global companies to build the leadership capabilities and innovation programs and successfully deploying
they need to transform and achieve their strategic goals. improvements and solutions to bring strategies to life and to deliver
He possesses a deep expertise leadership strategy, assessing business benefits.
leadership potential and developing leadership expertise for
a wide range of organizations including financial services, public Yves Van Durme | Deloitte Consulting
sector, utilities, construction, retail, pharmaceutical, technology and Yves is a global leader in Deloitte’ Human Capital practice. He leads
manufacturing companies. our global strategic change offering, EMEA organization
transformation & talent practice and heads up the Belgian Human
Sarah Rogers | Deloitte Consulting BV Capital team. After some 10 years of experience in high performance
Sarah works with large global organizations to help them define and coaching in sports, he switched to consulting some 20 years ago to
deliver their future workforce. She focuses on helping clients to people & organizational matter where he built a track record on
define the critical capabilities and workforce investments required organizational and leadership development as vehicles for strategy
to deliver their business strategy in rapidly changing competitive execution with a specific affinity for a holistic approach caring for the
environments. She works with organizations to ensure their talent balance between processes, structures and systems on the one
system and enabling technology investments enable adaptability hand and the more cultural and people‑related elements on the
and responsiveness to future of work disruptors. Originally from other hand.
Australia, Sarah has worked with clients across Europe and APAC
regions, and currently leads the Netherlands Talent practice.

Contributors
We are indebted to a broad team of practitioners who contributed content and used their own Adaptable Organization experiences to help
shape our thinking:

Ailish Kilmartin, Ally Hill, Corey Norman, Dale Camuyong, Damian Walek, Genesia Tang, Iksheeta Sha, India Mullady, Janette Yuen, Jared Simon,
Jash Shah, Juliet Bourke, Justine Statham, Lindsay McCabe, Luisa Celis, Marc Abergel, Marie-Christine Joly, Mazen Maarouf, Michael Murphy,
Natasha Abajian, Nate Paynter, Oliver Benton, Paula Nathwani, Sabrina Ling, Sebastien Gelus, Selina Facca, Sorubh Aggarwal, Stephanie Goyert,
Tessa Van den Berg, Zach Fetters

24
The Adaptable Organization | Leaders

Leaders
Global Human Capital Leaders

Heather Stockton | Global Human Capital Michael Stephan | Global HR Transformation Leader
leader Deloitte Canada Deloitte Consulting LLP
hstockton@deloitte.ca mstephan@deloitte.com

Jeff Schwartz | Global Human Capital Leader, Darryl Wagner | Global Actuarial, Rewards, and
Marketing, Eminence, and Brand Analytics Leader
Deloitte Consulting LLP Deloitte Consulting LLP
jeffschwartz@deloitte.com dawagner@deloitte.com

Dimple Agarwal | Global Organization


Transformation and Talent Leader
Deloitte MCS Limited
dagarwal@deloitte.co.uk

Human Capital Country Leaders

Americas Asia Pacific Europe, Middle East, and Africa

Verónica Melián | Americas Jungle Wong | Asia Pacific & China Ardie Van Berkel | EMEA
Deloitte SC Deloitte Consulting Co. Ltd, Beijing Deloitte Consulting BV
vmelian@deloitte.com junglewong@deloitte.com.cn avanberkel@deloitte.nl

Erica Volini | United States David Brown | Australia Anne-Marie Malley | United Kingdom
Deloitte Consulting LLP Deloitte Touche Tohmatsu Deloitte MCS Limited
evolini@deloitte.com davidbrown@deloitte.com.au amalley@deloitte.co.uk

Jeff Moir | Canada Kenji Hamada | Japan Pam Maharaj | Africa


Deloitte Canada Deloitte Tohmatsu Consulting Co. Ltd Deloitte Consulting Pty
jmoir@deloitte.ca kehamada@tohmatsu.co.jp pammaharaj@deloitte.co.za
About Deloitte

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