This article is the third in a series based on our latest research, Catalysts: How to Build an adaptable organization that thrives during uncertainty. Conversations with senior executives in multiple industries helped us define concrete steps leaders can take to create a sense and structure for shared ownership within the organization.  

In his now-famous address to Congress in 1961, President John F. Kennedy laid out an audacious goal of landing a man on the moon and returning him safely to the earth.” The President lauded the endeavor’s impressiveness to humankind and its importance to future space exploration. The speech also represented an unspoken political gauntlet throwdown: pitting the distributed intelligence and decision-making of the US’s market-based economy against the Soviet top-down, centrally-planned model. 

At the time of JFK’s speech, and for the better part of the twentieth century, management theory favored predictability and consistency as means to economies of scale. This resulted in streamlining business processes and organizational structures to maximize standardization and minimize marginal cost. Whole disciplines such as Toyota Production System (TPS), Six Sigma, and Lean emerged as proven methods with terrific results when implemented well.  

Today we operate in a very different economy. The advancement of digital technology has upended the economics of value creation. As a result, we live in a world that is more unpredictable. Today’s leaders must channel President Kennedy’s faith in systems with distributed intelligence and decision-making to thrive. Rather than centralize decision-making, leaders can gain better control through the twists and turns of the market by “letting go” – empowering autonomy and decision-making within their organizations by establishing the organizational structures, processes and culture to make it successful. 

The Benefits of “Letting Go” 

Leaders and managers who look at the big picture quickly realize that delegation of authority greatly benefits the firm and its customers. The company gains strategic agility because it can pivot faster to respond to market shifts. Customers benefit because “bringing authority to the information” increases customer intimacy, driving the development of more relevant and impactful products, services, and experiences. 

Additionally, shifting decision rights lower in the organization drives greater employee engagement, resulting in a 23% productivity increase, according to Gallup’s 2020 meta-analysis. It also delivers a radically improved employee value proposition, as demonstrated by significantly increased retention and ratings for employee wellbeing. 

C-suite leaders that we interviewed for this series told us they are working hard in 2023 on letting go. “This is a major cultural shift that we need to make in order to unlock the potential of the great talent we’ve hired and the leaders we have on deck,” says the Vice President of Talent of a multinational e-commerce company. “We constantly ask ourselves, `What can we do today to step out of their way and unleash that potential?'” 

Three Critical Shifts for Empowering Autonomy and Decision-Making 

“Organizations often underestimate what’s required to release control and still achieve results,” says Jane Hanson, former Chief People Officer of Nationwide Building Society, the UK’s third largest mortgage provider. “It’s not just a matter of leaders stepping back and declaring others are empowered. It’s about building the scaffolding and putting the right systems in place to help people be successful.”  

Empowered teams need the authority to make or influence business decisions. As recently as 2015, just 11% of US workers said they could consistently influence decisions critical to their work. However, it takes more than just leadership’s permission to “let go” successfully. Teams also need the organization’s formal structures, the “Body”, to follow suit. Through our research, we uncovered three critical structural changes required to enable more adaptive and resilient organizations.  

1. Clear Vision, Goals and Accountabilities

To operate with agency, teams need clarity on the strategic direction for the company overall, what success looks like, and how the team contributes to the larger organization. A clear vision and goals at the organizational level establish a “north star,” while breaking enterprise goals down to team-level outcomes and accountabilities gives the team the direction they need to make effective decisions on prioritizing their efforts.  

How goals are framed is equally as important. JFK aimed “to land a man on the moon and return him safely to Earth.” The goal is ambitious and transparent, and its outcomes are easily measured (an astronaut either returns to Earth or they don’t). Yet the goal does not prescribe outputs or how to achieve it. The goal doesn’t stipulate the spacecraft’s design, the mission’s trajectory, the number of crew, etc. Instead, NASA was responsible for determining how they would accomplish this goal. By articulating goals as outcomes (versus outputs) and holding teams accountable to those outcomes, organizations can create greater resiliency and scale by delegating the “how” to teams. 

Outcome-oriented goals can also become an essential facet of the company culture. A senior product leader at one of the world’s largest tech firms shared, “When we pass someone in the hallway that we haven’t seen in a while, typically the first question you ask is ‘what’s your goal?’ not ‘who are you reporting to?’ or ‘what project are you working on?’ Everyone understands what the company’s goals are. It’s actually how we navigate the organization.”  

2. Transparent and Responsive Resource Allocation

In addition to clarity on outcomes and accountability, teams also need resources to achieve their goals. Delivering great products, services, and experiences takes human effort, financial resources, and technological capabilities. Simply having access to those resources is not enough. Teams also need the ability to reallocate those resources to pivot quickly. Too often, financial planning and allocation of talent is an annual process that, for most organizations, is far too infrequent to facilitate effective pivots. Faced with emerging opportunities or market shifts, teams can often find themselves saddled with resources committed to one project while watching opportunities for higher and better use of those resources pass by. Redirecting resources usually takes time and attention-consuming escalation to senior leadership.   

“Letting go” often requires redefining how resources are allocated within an organization, making those processes more agile and giving teams greater autonomy in regular resource reallocation.  

3. Cross-Functional Work 

Reorienting teams around outcomes versus outputs can be liberating but requires more cross-functional work. Rather than being accountable for a single activity or component, teams responsible for business outcomes, such as customer satisfaction, operational efficiency or launching a new product, need the talents of many functional domains that often operate in silos.  

Organizations seeking to become more resilient and adaptive by “letting go” should find ways to accelerate cross-functional collaboration. That could be by shifting the organization’s structure outright, such as to agile teams or matrix models, or by evolving how individuals and teams are aligned to work.  

Putting “Letting Go” Into Practice Across the Organization’s Mind, Body, and Soul

Every organization can find its way to the level of shared, distributed decision-making that best fits its strategies and goals. Using our Human-Centered Transformation Model to think holistically, here are some actionable ways leaders can empower autonomy and decision-making within their organizations.” 

DNA: Define the Strategic Destination 

• Make decision-making faster and easier at all levels by promulgating clear and compelling statements of corporate purpose with well-articulated values to support it. The clearer they are, the easier it is to trust that decisions will be made consistently at all levels. 
• Identify where autonomy and decisiveness are best aligned with company values. 
• Celebrate significant decisions that are well-aligned to purpose and values. 

Mind: Enable Employees With Necessary Skills and Knowledge 

• Shift hiring practices to include problem-solving and cross-functional collaboration, not just hard skills. 
• New responsibilities require new capabilities. Create learning and development resources that help employees build an ownership mindset and cultivate the underlying skills, such as data analysis, to contribute to better decision-making.  

Body: Provide Structure and Governance to Deliver the Strategy 

• Charter work for business outcomes and empower decision-making in the teams that need to achieve them. 
• Simplify governance models as much as possible by moving decision makers closer, if not into, the work process. 
• Advance managers into true coaching models that avoid micromanagement. 
• Ensure all relevant employees can access the data, systems, and inputs they need to make the best decisions.  

Soul: Motivate and Ignite Belief in the Strategy

• Reward progress in decision-making quality, speed and accountability, not just outcomes. 
• Spotlight employees who demonstrate an ownership mindset and recognize them publicly. 
• Champion new leadership behaviors.  

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This is the third article in a series based on our latest research series, Catalysts: How to Build an Adaptable Organization That Thrives During Uncertainty. In the previous article, Catalysts: Transform Purpose From Catchy Slogan to Growth Engine, we explored how the most adaptive companies use their purpose to drive compelling business strategies.  

A culture of experimentation is essential for innovation and growth. And while virtually every business leader knows that’s true, at least in theory, relatively few companies know how to build that culture. Through our research, we uncovered plenty of reasons organizations resist experimentation. Fear and short-term thinking top the list.  

Today’s economic uncertainty makes many organizations even more timid about investing in experimentation. “Since the Great Depression, there have been nine bear markets,” says Mark Jamison, former Global Head of Design and Innovation and currently Head of Global Accounts for Visa. “Humans are not designed to take a longer view. They tend to be reactive, particularly in times of stress. Leaders need the fortitude and the foresight to step back and ask, `What strategies might we put in place to go after opportunities this uncertainty has created?’ You can then use this foresight to focus the organization’s energy on delivering outsized impact while competitors are inwardly focused.”  

But too often, organizations shut down that scientific spirit. Experiments often fail, and that scares people. A 2020 Gallup survey found fewer than one in ten respondents strongly agreed with the statement, “I take risks at my job that could lead to new products or solutions.”  

Ironically, the same leaders who struggle with encouraging experimentation are often the same ones lauding data-driven decisions. To foster an organization that effectively uses iterative experimentation, leaders must promote the discipline of regularly testing hypotheses. And, like any scientist, they have to learn to view every outcome, failure or success, as progress. Only then can innovation flourish.  

Encouraging an A/B Ethos 

Firms born in the digital era, such as Amazon and Netflix have repeatedly demonstrated that experimentation through A/B testing can help identify how to generate more value.  

Amazon, for instance, discovered that making a mobile game called Air Patriots easier unexpectedly increased the enjoyment of its end users, leading to more revenue. Netflix runs constant experiments to determine how best to personalize artwork so that each customer sees images with actors and genres they like best.  

Ghost kitchens have given rise to new levels of innovation for many large restaurant groups over the last three years. These kitchens are used to test new menu items, new restaurant concepts and even branding. They provide an efficient way to offer food delivery, of course. But these kitchens have also proven to be ideal testing labs. Since many have no visible connection to their existing brands, companies can measure market demand and consider how to scale winning concepts with relatively little risk. 

Increasing Organizational Experimentation 

There are specific actions organizations can take to lower the costs of experimentation and increase innovation. At Prophet, we use our Human-Centered Transformation Model to think holistically about an organization. We view the organization as a macrocosm of the individual, with four distinct components. 

DNA: Define the Strategic Destination 

A company’s DNA is its purpose and core beliefs, which should inform all decisions and strategies. If innovation is part of these core corporate values and most companies recognize that new ideas are essential to survival, make sure the definition of innovation includes the idea of experimentation. Innovation often becomes synonymous with “new,” neglecting the disciplined experimentation required to hatch ideas. 

Mind: Enable Employees With the Necessary Skills and Knowledge   

Leaders must also examine the skills and competencies needed to encourage test-and-learn thinking. Knowledge, capabilities and skills compose the mind of an organization. Our research finds that the most innovative companies are reinforcing employee learning in multiple ways, including:  

• Invest in bringing in knowledge from outside the organization, including secondments with other companies, university relationships, entrepreneurs-in-residence and speaker programs. 
• Build experimentation into the performance review for every role. Embedding innovation into the reward and performance structure is vital. 

• Make agile methods, design thinking and innovation skills standard training across functions.  

Body: Provide Structure and Governance to Deliver the Strategy 

Leaders may also reconsider organizational structure. Companies need to be designed in ways that facilitate experimentation. Not only does that differ from company to company, but it also calls for various operating models within each enterprise. Groups working on near-term innovation likely require different teams, funding, processes and incentives than those working on long-term horizons. And organizations need ways to astutely assess the risks and rewards of each flavor of innovation.  

“We use the concept of one-way and two-way door decisions,” says Gabriel Mas, chief marketing officer at Amazon Mexico. “A one-way door decision is almost impossible to reverse. A two-way door decision is easy to reverse. For one-way door decisions, more analysis, discussion and senior leader input are provided. If a decision is a two-way door, people closer to the decision are empowered to move quickly and execute, and we have mechanisms in place to learn from each decision, good or bad.” 

Soul: Motivate and Ignite Belief in the Strategy  

Finally, the organization’s soul must celebrate experimentation, especially when an exciting hypothesis is disproved. That means developing traditions, symbols and rituals that make people feel safe. They must be encouraged to test ideas, even when their work results in negative data. It’s easy for a company to say it sees failure as a learning opportunity. But genuinely living that conviction is difficult.  

Leaders need to model and promote the scientist’s mindset, releasing any attachment to the positive outcomes of experiments in their organizations. They need to demonstrate that all experiments deliver valuable information. 

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This article is the second in a series based on our latest research, Catalysts: How to Build an Adaptable Organization that Thrives During Uncertainty. In-depth conversations with senior executives across industries helped us define concrete steps organizations can take to ensure corporate purpose becomes a powerful growth engine. 

Having a mission, purpose or vision for an organization has been a business essential for more than a decade. In our interviews with senior leaders, purpose emerged as one of the five most important drivers for creating a culture of resilience. Yet the practical application of corporate purpose has fundamentally shifted in recent years, and it is fast becoming one of an organization’s highest priorities. 

It’s hard to overstate how fast the purpose train travels through the business landscape. In 2019, the Business Roundtable, a U.S.-based organization chockablock with globally influential companies, released a statement that distilled the new definition: Businesses can’t exist just to make money. They must also serve customers, employees, suppliers, communities and shareholders.  

Months later, the global pandemic arrived. The crisis vaulted purpose-driven thinking into a new realm. COVID caused billions of people to re-examine their individual purposes. Businesses recognized that their workforce and society as a whole had begun to question their expectations about work. By early 2021, academics, economists and journalists began to record a dramatic reshuffling. Whether they called it the Big Quit or the Great Resignation, it all reflected a ferocious desire to prioritize life based on meaning.  

Companies responded in many ways, from increasing work/life balance initiatives to taking stronger stands on social issues. They sought more transparency and better corporate behavior. The number of companies striving for B Corp certification, which requires a full-scale commitment to purpose and higher ESG standards, has risen 38% since the pandemic’s start. 

Moving through 2023, people’s search for meaning through work continues. But economic uncertainty and large-scale layoffs have thrown new curves. People are still increasingly thoughtful about the brands they associate with as employees, consumers and investors. But, they’re more focused on job security and exhausted by bureaucratic inefficiency. 

Authentic Corporate Purposes Unlock Uncommon Growth 

An authentic corporate purpose can inspire and engage both employees and customers. For employees, purpose can inspire belief and cultivate hope for employees that their efforts will add up to something more significant. And for customers, purpose creates brand trust and signals they can and should believe in those brands. Customers and employees are much more loyal when a company’s product or service delivers on its promised value proposition and expressed purpose. 

Well-crafted purposes are durable and can help an organization navigate, particularly in tumultuous times. “Purpose becomes the bridge between us that allows us to be less physically connected but not less aligned,” says Kris Ahrend, chief executive officer of the Mechanical Licensing Collective, a nonprofit music rights administration company. “Purpose minimizes confusion and accommodates creativity. It is integral to maintaining that connectivity and alignment.” 

It’s also a lens for what comes next. “Our purpose is always at the root of our decisions for what to do next and why,” says an HR executive at a large financial company. “We never take our eyes off why we’re here as an organization.” 

A properly developed purpose is part of an overall management philosophy and allows continuous engagement with investors, employees and customers. Operationally, a well-framed corporate purpose is a tool for leadership alignment, a source of employee motivation, a criterion for business decisions and a natural foundation for the brand.  

Making Purpose Practical 

The most adaptive companies keep purpose alive rather than letting it become a platitude. They continually find new ways to use purpose as an engagement tool.  

Patagonia has long been known for its fierce environmental commitments. Over the years, that’s been expressed through supply-chain innovations, leading the re-commerce movement with Worn Wear, voter drives, and even suing the federal government to protect public lands. 

Recently, founder Yvon Chouinard made the most significant purpose-driven move ever, donating the entire $3 billion company to a foundation that will protect the planet. Earth is now Patagonia’s only shareholder. 

This bold move has made Patagonia the most relevant corporate voice in the environmental crisis. And it speaks directly to its adventure-loving and environmentally-conscious customers and employees. 

No other company has gone as far as Patagonia, but more are finding novel ways to express and expand their purpose in memorable and credible ways. Calm, made headlines when it volunteered to pay fines for tennis players like Naomi Osaka, who skip press events for their mental well-being. Chipotle, which has long stood for cultivating a better world, has made massive investments in fighting hunger and food insecurity through tech. 

Every organization can find ways to use purpose just as effectively. To help companies think more holistically about operationalizing a strong corporate purpose, Prophet uses its Human-Centered Transformation Model. Here are four actionable steps that can help companies turn purpose into a reality.   

DNA: Define the Strategic Destination 

For a company’s purpose to be compelling, it has to be right and in tune with its goals and objectives. That means it should be: 

• Inclusive: Corporate purpose needs to encompass every internal and external stakeholder. Without inclusive language, it inherently limits the spectrum of inspiration.
• Built into the employee value proposition: People must understand and reflect on the purpose, so it should be integrated into the hiring process. Hiring skeptics who keep a company honest is great. Hiring folks who might subvert its purpose and values is an unforced error. Dick’s Sporting Goods, for example, is devoted to promoting youth sports and goes out of its way to hire people passionate about athletics,  including Olympic hopefuls. 
• Monitored consistently: Ensuring that purpose is healthy is an ongoing activity. Does it still resonate with stakeholders? Do employees believe in the company’s future? How confident are they that the company is improving the world? 

Mind: Enable Employees With the Necessary Skills and Knowledge  

It is important to identify critical skills required to achieve the company purpose by each function, enabling organizations to understand the roles and responsibilities of each function and champion the skills that best support that purpose. 

3M, for instance, is using science to solve the world’s most challenging problems. That requires diverse thinking, which explains the company’s $50 million commitment to closing the racial gap in STEM and intense recruiting at historically Black colleges and universities. 

Body: Provide Structure and Governance to Deliver the Strategy 

Companies must ensure that employees have the decision rights to infuse purpose in day-to-day operations. For example, Ritz-Carlton operationalizes its purpose, to provide warm, comfortable experiences by delegating every employee that responsibility. Each is empowered to spend up to $2,000 to rescue a souring guest experience without a manager’s approval. 

Soul: Motivate and Ignite Belief in the Strategy 

This means leading by example, making sure leaders demonstrate how they live and celebrate the company’s purpose.  

• Make language purposeful: Include corporate purpose in the internal language, identifying employees as “one of us.” Pfizer employees, for instance, are encouraged to “zig-zag,” making non-linear career moves to bolster personal and organizational growth.  
• Infuse purpose into the everyday: Find “moments that matter” within the experience of both customers and employees. 
• Give employees a platform: Help employees share and celebrate their connection to the purpose by creating forums, social networks, and events. Alaska Airlines’ promise to “run our company with care” has taken on new meaning in the last 18 months, when passenger-facing travel roles have become especially grueling. They now host an annual day-long retreat focused entirely on mental well-being. 

 A company’s purpose must be holistic, permeating all aspects of the organization. That’s what builds adaptability. “Resilience is about understanding your organization’s strengths and areas of focus and aligning people to pursue these things as a collective,” says Danielle Clark, eBay’s vice president of talent. “An adaptive business model or value proposition isn’t enough to create resilience. You need purpose and people behind it.” 

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The turbulence and upheaval of the last few years have become routine. That’s good since many believe this era of volatility, uncertainty, complexity and ambiguity is here to stay. Business leaders should pay close attention to the post-pandemic twist on Darwin’s law. 

It is not the most intellectual of the species that survives; but the species that is best to adapt and adjust to the changing environment which it finds itself.

Charles Darwin 

Recent disruptions have proved that while some companies are already impressively agile, many aren’t. Many larger businesses have spent the last few years lurching from one crisis to another, relying on limited moves torn from old playbooks.  

This article – the first in a series – is based on interviews with senior leaders and is focused on how enterprises can tap into variety, building organizational flexibility.  

Our respondents detailed their successes and setbacks, and ultimately illuminated five critical principles for creating adaptability at multiple speeds during this critical moment in time.  

Defining Adaptability in a Post-Pandemic World 

At Prophet, we define “adaptability” as the ability to anticipate and respond to opportunities created by a shifting market. And we define “at multiple speeds” across three horizons.  

Something that separates humans from other animals is the ability to plan ahead and imagine multiple potential futures. In modern life, we do this quite naturally:  

• What’s for dinner tonight?  
• Where might we take the family on vacation this year?  
• When can I retire, and how much must I save?  

Here are just a few ways our respondents are anticipating and responding to uncertainty across these three key horizons.  

Optimizing for Today 

Our respondents are evolving operating models to deliver the current portfolio of products and services to the same customers. They are organizing resources to increase customer satisfaction and profitability. And they are hunting for efficiencies, like centralizing or outsourcing back-office functions for greater scale or lower costs. 

Innovating for Tomorrow  

Planning within medium-range windows includes expanding product and service portfolios or reaching out to adjacent target customers. And while many of our respondents may be leveraging brand relevance to expand into new categories and integrate new capabilities, it’s still happening within the boundaries of the existing business model. 

Building the Future  

To build for the future, our respondents are transforming their business models and fundamentally changing how the business makes money and creates value for customers. It’s a seismic shift, like Netflix’s move from mail-order DVD business to a content studio. 

Five Ways to Build Adaptive Organizations 

Our research led to five key strategies to enhance adaptability and create future-ready, resilient organizations.  

1. Put Purpose to Work  

Purpose-driven branding has been part of the corporate playbook for over a decade. Yet the definition and expression of that purpose keep gaining importance. Customers increasingly demand that companies stand for something, and people insist employers care about more than money. They won’t settle for a slogan on a wall or some fluffy catchphrase dreamed up at an executive retreat. It must mean something. 

Like human DNA, an organization’s purpose is fixed. “To operate in an environment filled with uncertainty, you have to create stability in other ways,” says Kris Ahrend, chief executive officer of the Mechanical Licensing Collective, a nonprofit focused on streaming royalty distribution. “Our culture is what gives us stability.” 

But while purpose may be steadfast, it can still be leveraged differently and more effectively, filtering throughout an organization’s activities. That way, it can provide renewed focus, guiding decisions and strategies. 

“Our purpose is always at the root of our decisions for what to do next and why,” says an executive at a large banking company. “We never take our eyes off why we’re here as an organization.” 

2. Gain Control by Letting Go 

Decentralizing governance can feel counterintuitive in these turbulent times. “We’re all moving forward wishing we had a crystal ball,” one human resources executive says. “Between the war in Europe, pandemic recovery, economic instability, and return to office policy, everything feels more uncertain.” 

But respondents feel strongly that this uncertainty is what makes pushing decision rights down even more important. Many wish they’d worked harder for this change in the past.  

Decentralization lets those closest to customers and operating problems make better and faster decisions. “It’s not just about tactical changes,” says Danielle Clark, a talent executive at eBay. “We have to address the underlying behaviors that enable leaders to step back and lead differently. It requires trust and a greater appetite for thinking boldly.” 

3. Lower the Cost of Experimentation 

 Adaptability requires innovation. And innovation, by definition, involves failure. Organizations must have realistic conversations and processes about what that means and what those failures might cost, especially in an uncertain economy. It’s easy to invest in experimentation when business is good. But experimentation is too often a prime target for budget cuts when revenue gets tight.  

“To be truly resilient, your organization must practice failing,” says one tech executive. “This is supported by a culture that encourages fast and safe failure with risk mitigation measures in place, so resiliency is exercised regularly.” 

4. Reinvest to Realign  

Aligning new strategies with existing structures is often challenging, especially for big companies that typically overinvest in growth areas during prosperous times and overcorrect in culling these growth areas during times of economic uncertainty.  

Over the last year, we’ve seen this pattern emerge within the technology industry, resulting in a hemorrhage of talent, confusing investors and disappointed customers. These massive gaps between their current structure and new strategy inhibit growth.  

The companies that overcome this risk and protect their business from boom-and-bust cycles are the ones creating agile operating models and continuously aligning structure with strategy.  

It is critical that business leaders get crystal clear about what the organization will not do going forward. “We have a strong understanding of who we are at our core,” says eBay’s Clark. “The work over the past few years has been to innovate boldly to maintain relevance while delivering with impact. This has led to our focused category strategy.” 

5. Embrace the Next Wave of Digital Transformation 

 Digital transformation continues to reshape how industries operate and deliver value to customers. The recent explosion in AI makes automation more accessible than ever before and will usher in the next generation of digital transformation.  

Best-in-class organizations embrace new technology to innovate the customer experience and streamline operations. They are using it to redefine systems, making work and life better. Rather than fearing it, they’re upskilling employees to work with these innovations, finding ways to drive a better business outcome.  

“We are asking questions about the business and people benefits,” says Jane Jin, a vice president at Takeda, a multinational pharmaceutical company. “What productivity might we gain when using these technologies? How might we develop our people so they continue to bring value to the company if technologies automate some of their tasks? How do we innovate responsibly and remove bias? How do our values translate in this digital age?” 

With a leadership team determined to decide when and how to adopt new technologies proactively, companies can guarantee decisions that boost productivity and encourage growth while staying true to their DNA. 

If history is any guide, these companies will grow faster and have an outsized advantage in attracting talent. Those that don’t will fall further behind. 

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With layoffs and hiring freezes dominating headlines, it would be easy to think the war for talent is over. And if one were to judge talent acquisition trends by past economic downturns, many organizations would shift their hiring strategy. 

But this economic environment is different. In the U.S., the Federal Reserve projects the current downturn might cause the unemployment rate to rise from 3.8% to a still-low 4.4% in 2023 and 2024. And in the U.K., unemployment hovers at the lowest level in 50 years.  

Despite these challenges, there is still a war for great talent and acquiring the right people with the right skill set to do the job. And it is vital to your firm’s success. According to Forrester’s recent Budget Pulse Survey, most leaders reported they would not decrease spending on talent, with 60% of leaders expecting to increase spending on personnel and 62% expecting to improve external services.   

Strategic workforce planning is by no means a new concept. As far back as the 1960s, management thinkers prescribed methods to balance the talent supply and demand equation. And in financial downturns, the topic usually finds renewed interest among the c-suite.  

Here are six fundamentals you should consider when building your talent strategy.  

1. Strategic Workforce and Talent Planning Should Be an Activity of the Entire C-suite  

As of 2020, 80% of all assets in the S&P 500 are intangible. And one of the most important intangible assets of any organization is its people, which is why it is essential that the entire leadership team participates and has a responsibility in the firm’s talent acquisition and workforce planning process- not just human resources.   

The leadership team should start with a clear vision of the company’s business strategy over multiple horizons- say six, 12, and 24 months. While no one has a crystal ball for the future, even a directional view of the organization’s immediate, mid and long-term needs will provide a solid foundation for strategic investments in talent.   

2. Identify Critical Talent Segments to Deliver on Your Business Strategy  

Once companies are clear on where they want to go, strategic priorities come into focus. To identify your critical talent segment, you should assess three key areas:

1. Internal labor market: Identify the emerging trends within your workforce and how these trends will impact your business priorities.
2. External labor market: Analyze the external labor market to determine who you should hire and what skill sets you will need to match your business priorities.
3. Assess talent needs and prioritize critical roles at the enterprise level: Uncover each business unit’s capability needs to sharpen your recruitment efforts.  

3. Invest in Your Workforce Like You Would a Financial Portfolio   

As your leadership team makes strategic investments in immediate needs, it’s easy to lose sight of your future vision – and the talent you’ll need to succeed. 

To help you avoid this common pitfall, we recommend approaching your workforce planning as you would with your investment portfolio. Consider a 70/20/10 investment framework to ensure you have the talent you need today to drive critical business outcomes and the workforce you need in the future:

• Dedicate 70% of your talent investment to core business needs  
• Reserve 20% of talent investment for emerging business opportunities
• Devote 10% of talent investment for future growth opportunities  

4. Build a People Analytics Team   

A robust people analytics team can help translate the refreshed strategy to the future workforce, even as the hiring picture changes. Consider building a people analytics team (with access to workforce planning tools) who know how to leverage your data to answer critical questions like:

• How many people are needed to execute current plans?   
• What skills will our future people need?
• What roles and responsibilities can we outsource?   
• What work, if any, should be outsourced or automated?   
• What structural changes are required for future initiatives?   

5. Invest in a Compelling Employee Value Proposition and Company Culture   

There’s no secret to this. People want to work for companies that value them. New graduates stampede toward firms like Alphabet and Apple because they are good employers. That creates a flywheel: They attract and keep the best people, and these gifted workers help them grow faster. And because they grow faster, they can better invest in people, enabling their growth and success.  

In addition, a compelling employee value proposition and company culture help you build trust, engagement and performance within your workforce, which is critical when implementing significant change within your organization.   

6. Develop Flexible Ways to Deploy Your Talent   

New strategies–and new markets–create opportunities for employees to diversify their skill sets. Make it easy for them to do so with formal and informal ways, such as project-based agile squads, partnering models and centers of excellence.   

These flexible ways of working will empower your employees to mesh their interests with the needs of the business.  

Individual employees will immediately see the benefits, recognizing new avenues of career development. And the organization benefits from a more flexible, multi-talented workforce.  

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Despite economic uncertainty and a slower rate of deals, organizations will continue to utilize mergers and acquisitions (M&A) to grow, diversify, penetrate new markets and develop new capabilities.   

M&A events represent a unique opportunity to transform a business, externally and internally. Externally, it can serve as an opportunity to enhance reputation, deliver on emerging or underserved needs and increase market share. Internally, it serves as an opportunity to drive lasting cultural change and inspire renewed purpose within the evolved organization.   

There’s a lot written about mergers failing because of culture. Unfortunately, most organizations are not using company culture effectively or systematically to maximize value and minimize risk in their deals. Organizations and deal team’s care. But it’s not a significant part of the integration playbook and doesn’t receive the required attention to make it accretive to the deal.  

At Prophet, we view culture as a hidden asset in determining the success of an M&A deal. Yet, culture is integral to the success of an organization. As organizations become more digitized and automated, people change businesses, which is why we have developed the Human-Centered Transformation Model. Our Human-Centered Transformation Model provides an easy and accessible, holistic lens for unpacking complexities and highlighting and understanding specific components to address cultural integration.  

With this framework in mind, here are five common cultural pitfalls many companies face during M&As and actionable insights on how you can turn the tide and achieve maximized return on your investment.   

1. Not Applying the Same Rigor to Cultural Analysis as to Deal Economics  

M&A teams pride themselves on meticulous due diligence. They dig into every financial, legal and operational element they can find. But they are often under-equipped for systematic analysis of the culture of the company they are acquiring. Nor do they detail the pathway to cultural integration in the same way that they would for the financial and legal elements to prove the viability and value of the deal.  

To overcome this challenge, M&A deal teams must determine cultural similarities and differences between the two organizations before finalizing the deal. To help our clients do the proper cultural due diligence, we build this critical cultural analysis and integration process into our transformation and integration playbooks. Gathering cultural data pre-deal reduces risks and speeds up integration by informing the strengths and differences between companies.   

It’s critical to find common ground to build on. Identify the bright spots that should be preserved due to intrinsic or financial value. It is also an opportunity to anticipate friction and allocate resources to support rapid integration.  

2. Lack of Transparency and Intention About Strategic Cultural Choices  

In most merger situations, leaders don’t clearly articulate the type of culture required to make the integration and future NewCo growth strategy successful.   

However, being honest and upfront about the cultural preferences that best support strategy, brand and integration strategy will begin the merger on a solid foundation and earn the trust of both sets of employees.   

Whether there is a dominant culture, a selection of specific attributes from both organizations worth merging, or a net new culture, executives must be transparent with employees. Be honest and open about the decisions, processes and rationale for every choice to preserve trust and respect across organizational lines.   

One critical choice to get right is who is selected for leadership positions. Individuals chosen for the top jobs within the NewCo signal to employees whether or not elements of their legacy organization’s culture and values will endure. The goal at this stage is not to be popular. Instead, it is to set a clear strategic frame for the people and cultural aspects of the journey ahead and a clear “why” that explains the decisions and the approach.  

3. Failure to Align Leaders From Both Parties  

M&A deals often come together in a rush. There may be multiple bidders. Or companies aware of the market anxiety that comes from a prolonged rumor phase, are anxious to make deals official. Once signed, the focus shifts rapidly to the physical and operational integration elements – there is always a lot of work to be done, and it’s very easy to overlook perceived ”softer” topics such as values and beliefs.   

That’s a mistake. As early as possible, leadership groups from both organizations need to come together to co-create purpose and values, the ambition for the desired culture and a roadmap to get there. It’s also essential to involve employees as early as possible. Regardless, if leaders from both sides don’t have the opportunity to debate and align on a shared ambition, direction and journey, the road ahead is much harder. Leaders from both sides of the NewCo must have a shared message for the organization’s purpose and values rather than deferring to their unmerged entities’ old purpose and values.   

Aligning the cultural direction and ambition during the early stages of an M&A deal is especially important when acquiring start-ups, which are often based on a radically different ethos than larger companies. Without deciding how to protect that difference from the outset, the acquirer can wind up squashing the cultural traits that are most valuable for growth.  

The nitty-gritty of cultural integration can come later. But there must be some initial high-level sense of how that might happen amongst the leadership group. Without a shared vision for what the united cultural DNA will be–the NewCo’s purpose and values–the deal is unlikely to fulfill its promise.  

4. Not Managing Cultural Messages – Everyone Is Watching Everything  

Once leaders from both parties have reached a consensus on what this new DNA will be, they must actively and consistently model those values as integration begins and beyond. Our research on Catalysts highlights leadership behavior as a fundamental lever in cultural transformation, especially during M&A events.  

In times of uncertainty and change, all eyes are on leadership. Every action and message–intentional or not–is analyzed and interpreted by employees. Never mind the top leader appointments, even decisions that may seem tactical, such as the choice of ERP platform or brand color palette, can send a cultural message. Senses are heightened in times of change. An organization failing to manage cultural messages consistently creates unnecessary fear and upset, impacting productivity and value.  

Intentional signaling early on and careful consideration of decisions, timing and positioning –with specific details about this new, merged culture–will be critical to building trust and engagement for the journey ahead. Being thoughtful about language, decisions, symbols, and rituals in the moments that matter will enable the integration to proceed at a quicker pace. Understanding employees’ experiences, perceptions and needs are essential.   

Put yourself in the shoes of employees. Use tools rooted in neuroscience, such as “SCARF,” to establish a standard toolkit and language, invite dialogue, track trends and equip your leaders to make good decisions and deliver consistent messages in line with your chosen culture strategy.   

5. Stopping Too Early 

It takes longer than most teams expect to holistically embed the “new” culture–to make it the culture. Leaders involved in the deal are like the elite athletes in a marathon. They are off and running before the employee base has even reached the start line and can quickly move on without thinking about those behind them. Once leaders have passed the initial messaging phase, they are often surprised at the depth and time commitment required to make cultural changes stick.  

This work requires detailed roadmaps to be clear on the destination and the steps to get there. These need to be measured and managed, even beyond the early integration phases, to help leaders stay the course and bring people with them.  

 Prophet’s Human-Centered Transformation Model (HCTM) provides leaders with an accessible lens for unpacking complexities and highlighting specific components that require focus–such as required skillsets and capabilities, important behaviors and symbols and the central structures, processes and governance mechanisms. The priorities can then be easily explored and understood to support rapid integration and drive sustainable value.   

Throughout the journey, leaders can promote the foundational DNA elements of the organization’s mission, purpose and values to act as the north star as they track tangible outcomes and signs of progress against the roadmap.  

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Summary

In Asia, effective collaboration is paramount to unite a diverse set of countries and strive towards a common goal.  

Our latest global research report, “Catalysts: The Collaborative Advantage,” unveiled that companies in Asia value collaboration more than other regions, but lag in execution. How can the region work to close the gap? 

In this webinar replay, leaders from Prophet’s Organization and Culture practice and the APAC team share insights from our latest global study, introducing clear pathways for leaders to prioritize and accelerate the efforts to build their collaborative muscle. 

Learn how effective cross-organizational collaboration can help your business unlock transformational growth through a holistic, human-centered approach.  

Key Takeaways

• How Prophet’s Collaboration Flywheel helps deliver better, more impactful outcomes faster over time through a 3-phase approach.
• Characteristics unique to the APAC region, and why effective collaboration is paramount to unite a diverse set of countries and strive towards a common goal. 
• Actionable tactics and case studies to unlock collaboration in today’s ever-evolving organizations with remote, hybrid and face-to-face workplaces and the future opportunities for improvement.   

Download the presentation PDF.

Summary

Collaborative initiatives are becoming even more critical. Mounting evidence shows organizations that demonstrate effective collaboration across their business also benefit from having a greater resilience – particularly essential in these challenging times. Mastering it allows businesses to act nimbly, anticipate, adapt and respond to incremental and sudden changes – benefiting customers, employees and the bottom line. The trouble is executing it effectively.   

As hybrid and remote working proliferate and disruption becomes the norm, it’s never been more important to ask: Are we collaborating effectively?  

In this webinar replay, leaders from Prophet’s Organization and Culture practice discuss the results of their latest global research report, “Catalysts: The Collaborative Advantage.” 

 Learn how to unlock the power of collaboration across all working environments through a holistic, human-centered approach and how to structure collaboration to ensure resilience is achieved.  

Key Takeaways

• Why collaboration is a muscle that can unlock the potential of a more human-centered and resilient organization.
• Actionable tactics to unlock collaboration in today’s ever-evolving organizations with remote, hybrid and face-to-face workplaces and the future opportunities for improvement.   
• The enhanced business outcomes and benefits of effective cross-organizational collaboration.

Contact us to learn how Prophet can help you unlock resilience with the power of collaboration.  

As businesses work toward transformation, many find themselves trapped in a structural paradox. The Collaborative Advantage, the latest global research report from Prophet’s Organization & Culture practice, finds 80% of business leaders recognize that collaboration throughout the enterprise is essential. Yet, 50% are struggling to achieve it. And hybrid working compounds this challenge further with only 28% saying they believe their organization effectively supports collaboration in this environment.  

The most successful transformers? They have worked to break down silos and build collaborative muscles by progressing through three essential phases, which we have encapsulated in a new model: Collaboration Flywheel. It’s a virtuous cycle of interdepartmental breakthroughs that reveals a path for leaders to more impactful outcomes and faster growth.  

Prophet’s Collaboration Flywheel

The Flywheel provides a perfect metaphor for organizational culture. Taking a holistic, human-centered approach, it works by reinforcing positive behaviors and outcomes and minimizing negative feedback loops. It builds momentum over time. Each time the wheel turns, it generates more power and benefits for both the business and individuals.  

Phase One: Coordination

This is where many organizations begin and end their development journey. Different groups, traditionally siloed, recognize the need to align horizontally rather than vertically. When leaders promote a broader strategic goal, teams understand that working together is beneficial. And they also understand when it makes more sense to continue with traditional, business-as-usual approaches. To create clarity, organizations need to define the goal and role model the desired collaborative work.  

An example of this in practice might be helping employees to invest time in understanding how different parts of the organization work and identify connection points (e.g., shadow a colleague in another function) or creating a shared vocabulary – even just a few key terms – to use consistently in cross-organizational efforts.  

Phase Two: Cooperation

As each group gains experience in coordination, they get a clearer understanding of how their work fits into the bigger picture. Trust, shared ways of working and incentives become more explicit, making it easier for groups to proactively call on collective capabilities. They move into the who and how of the collaborative effort. They start to define roles and decision-making responsibilities. 

They see the value of shared effort more quickly. They’re informed by a common ambition, a central fact base and well-articulated ways of working. They will also have the right tools to navigate the complexity of their growing interdependence. All of this means cooperation is far more likely to have a greater collective impact than straightforward coordination might produce and depend less on the day-to-day involvement of leadership.  

Phase Three: Collaboration

As this proactive cooperation builds a shared context across independent groups, interdependence and synergy increase. At this point, the organization can celebrate the visible progress of piloting and embedding new ways of working. Cross-organizational teams see an increase in quality, with a healthy mix of synchronous and asynchronous work. Synchronously working teammates often generate new ideas together. Asynchronously working colleagues bring objectivity and clarity.  

Working together becomes the norm, not the exception. And so, the Flywheel spins. When combined with our human-centered approach to transformation, this new organizational muscle of collaboration taps into the enterprise’s DNA, Body, Mind and Soul.  

With collaboration now a default behavior, it becomes sustainable. Innovation and disruption replace old and ineffective ways of working, which in turn leads to accelerated transformation and results for the enterprise.  

Better Outcomes – For the Business and Individuals

The research shows that higher levels of teamwork enrich individuals, building new skills that increase engagement and job satisfaction – a critical lever in today’s dynamic talent landscape. Of the 1,000+ people we spoke to across the U.S., Europe and Asia, 77% say the organizational emphasis on collaboration enables higher productivity. 

As evidence of its ROI increases, it’s clear that collaboration has moved from a buzzword to a core business strategy. Organizations no longer need to be sold on the benefits and importance of collaboration. Leaders and managers worldwide understand that practical cross-organizational efforts lead to greater success.  

This is especially true as companies step up their efforts in diversity, equity and inclusion, and environmental, social and governance issues. By definition, this work needs to permeate every part of the company and be understood by each employee. Often, it even requires reaching out beyond the organization’s borders and interacting with external stakeholders that may include government, NGOs and communities.  

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Collaboration is the future of work, benefiting customers, employees and your bottom line. The trouble is executing it effectively. As hybrid and remote working proliferate, it’s never been more important to ask: Are we collaborating effectively?

For business leaders, it’s imperative to find the right way forward. Siloed work, detached from organizational goals, is still common.

The latest global research from our Organization & Culture practice offers actionable tactics to unlock the power of collaboration across all working environments through a holistic, human-centered approach.

A focus on cross-organizational collaboration is another means to accelerate transformation. This report outlines the three phases organizations need to progress through in order to evolve their understanding of effective collaboration and drive better results.

Key Takeaways:

• A deep dive into collaboration today and the opportunities in remote, hybrid and face-to-face workplaces
• A new model: Prophet’s Collaboration Flywheel, helps leaders and organizations move toward a collaborative environment that is sustainable and delivers more impactful outcomes faster over time
• Understanding collaboration as a muscle and its power to unlock the potential of a more human-centered organization and accelerate transformation
• The enhanced outcomes and benefits for the business and individuals – beyond financial gains

For years, the workforce has accepted the dichotomy known as “work/life balance”: A fiction that these were two separate domains, compartmentalized from one another. Over the past two years, this illusion has been shattered. The pandemic collapsed domains of work, family, school, relaxation and wellness into a single reality. Knowledge workers were no longer able to easily compartmentalize their feelings about their work environments when there was no longer a physical separation for them to draw an imaginary line.  

Naturally, something had to give. For front-line “essential” workers, it was jobs that didn’t pay enough to compensate for the risk they assumed. For knowledge workers, it was employers who were inflexible; who were misaligned with their personal beliefs or values; or whose purpose no longer felt meaningful enough. Subsequently, large portions of the workforce recognized the illusion of work/life balance for what it was. And they recognized the truth hiding behind it: It’s ALL life. 

With that newfound clarity, a collective re-prioritization has been shifting the relationship and expectations people have with their jobs and their life. This has been variously named the Great Resignation, the Great Retirement and, perhaps most accurately in our view, the Great Reprioritization. Because in the end, that’s what is happening. The workforce is re-examining their priorities in relation to work and to employers. Now more than ever, there is a deep need to integrate personal values into the professional aspects of one’s life. But what is it that employees want?  

“We find that relentlessly relevant brands appeal to consumers simultaneously in the head and the heart—these brands, their products and experiences are pragmatic and innovative, personal and inspired.”

Prophet’s 2022 Brand Relevance Index® (BRI) and annual Organization & Culture research series, Catalysts, reveal a compelling story at the intersection of consumer brands and employee experiences. We find that relentlessly relevant brands appeal to consumers simultaneously in the head and the heart—these brands, their products and experiences are pragmatic and innovative, personal and inspired.  

We also find that the best employer brands are those that appeal to the heart and the head. These are organizations that have a clear purpose and values, and the ways of working, operating model, and training help employees accomplish their personal purposes. And it is the organizations appealing to employees’ hearts and heads that are coming out ahead in the face of the Great Reprioritization.  

The Head, Heart and Human-Centered Transformation Model   

At Prophet, we describe the organization as a macrocosm of the individual. Its DNA includes its brand purpose and values; its Mind is comprised of its talent; its Body is the operating model that creates value; and its Soul arises out of the mindsets, behaviors, stories and symbols that generate belief in its DNA. Whether you wish to forge a heart or a head brand, you must think holistically about how best to align your firm’s DNA, Body, Mind and Soul to achieve the desired outcome. The greater the misalignments, the more room for a competitor to win and you to lose your customers…and your talent. 

Take USAA, for example, a Top 10 brand in this year’s BRI. USAA has relative strengths in the heart and head—namely in trust and dependability, meeting an important need and upholding beliefs and values that align with those of its consumers. In looking through the lens of Prophet’s Human-Centered Transformation Model we see USAA appeals to the heart and head by aligning the core elements of the organization.  

DNA 

For 99 years, USAA has been singularly focused on helping military families build financial security. Many employees seek out working for USAA to fulfill their desire to serve those who have served. Across sources such as Glassdoor, Indeed and Niche, employees remark how the company mission permeates operations and that employees are well taken care of “to encourage them to do the same for members.” As a result, 82% of employees at USAA say it is a great place to work compared to 57% of employees at a typical U.S.-based company according to Great Place to Work. 

Mind   

USAA has been a leader in digital member experience and was able to leverage such capabilities to keep members and employees safe throughout the pandemic. While doing so it also improved the efficacy of training. One example of this is USAA’s piloting the use of augmented reality-enabled glasses with field adjusters. This technology allows adjusters’ managers to see the damage without physically being present, thus eliminating dozens of hours of travel time for adjusters and enabling more efficient, practical training for new employees.  

More widely known might be the extensive and immersive training USAA employees go through which covers not only the fundamentals of their position but also helps employees understand the military culture. Prior to the pandemic, employees embarked on a boot camp-like training that simulates challenges military personnel experience regularly—such as eating meals-ready-to-eat (MREs) for lunch. The training is intended to give employees a better understanding of members’ perspectives and help them deliver more empathetic and effective service on the job. 

Body  

USAA has famously realigned the customer-facing components of the organization intuitively along the journey of its members. This effectively reduced the complexity and distraction of the full product portfolio to ensure that members are exposed to the products and bundles most relevant to their immediate needs.  

Internally, USAA is committed to leveraging technology to free up capacity for employees so they’re able to focus on service, not paperwork. For instance, USAA has deployed machine learning to digitize paper medical records and create materials for life insurance underwriting. The previous manual approach could take up to five days, whereas machine learning has reduced the time to just one day and has improved accuracy and capacity.  

Soul  

USAA’s commitment to immersing employees in the member experience is also embedded in the mindsets, behaviors, stories and rituals of the organization. One particular ritual is referred to as a “Mission Moment.” At the start of a meeting, an employee will share a story about a member. This story can be anything from their background, service, or interaction with USAA in moments that mattered along their journey. This seemingly simple story frames the rest of the meeting in a more member-centric mindset.  

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Introducing a Human-Centered Model for Change

Pulling on insights from their latest global research study, “Fit for Change: Driving Growth & Transformation for the Future of Work,” the speakers propose a way forward for leaders of transformation to accommodate change while getting your organization fit for the future of work in Asia.

Thank you for your interest in our webinar. You can also download the presentation deck here. If you’d like to learn more about increasing your organization’s change fitness to support long-term growth and resilience then get in touch with us today.