DELOITTE - Adaptable Organization
DELOITTE - 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
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The Adaptable Organization |
Section title goes here
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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unprecedented pace, but there is also and talent strategies tend to be outdated, it with an ecosystem that learns from the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.
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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
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The Adaptable Organization |
Introduction
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.
How the work How work is How work is How work is How work is
environment ORGANIZED DELIVERED MANAGED and LED EXECUTED
OPERATES
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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.
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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.
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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.
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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.
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.
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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
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
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The Adaptable Organization | The organization
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The Adaptable Organization |
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.
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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
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
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The Adaptable Organization |
The team
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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.
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The Adaptable Organization |
The leader
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)
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
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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.
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
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The Adaptable Organization | Taking the steps to adaptability
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.
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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?
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 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?
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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.
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.
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
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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 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 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
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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
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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
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
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