Remove 2025 Remove Culture Remove Leadership Remove Training
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Finite Attention Spans and Employee Agility Driving Corporate Training Trends

Clarity Consultants

Rapid change and the need for employees who can adapt to uncertainty with flexibility and proactiveness will continue to drive corporate training budgets. L&D leaders have been instrumental in helping employers and employees pivot to pandemic protocols and navigate both remote and hybrid operations and corporate culture.

Agile 57
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Becoming a Data-Driven Organization: What You Need to Know

Epicflow

During the recent decade, companies have been making efforts to transform their business processes and culture to turn into data-driven organizations. . McKinsey consultancy suggests that the data-driven enterprise of 2025 will be characterized by certain processes [2]. Cultural challenges.

Data 96
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Customer intent is a treasure trove of actionable data hiding in plain sight

1 to 1

By 2025, smart workflows and seamless interactions among humans and machines will be as standard as the corporate balance sheet, and most employees will use data to optimize nearly every aspect of their work, predicts McKinsey & Company. Businesses are eager to unlock insights that can help them adapt to change and reengage customers.

Data 29
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Preparing for the Future of Talent Acquisition - SPONSOR CONTENT FROM KORN FERRY

Harvard Business

Today, culture is the number one reason why candidates choose an employer. Candidates with the right skills will be looking for organizations that provide flexible working arrangements and a congenial working culture. Five years ago, compensation (i.e., But the future will likely bring a new set of candidate expectations.

Talent 32
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How Royal DSM Is Improving Its Geographic and Gender Diversity

Harvard Business

Fostering corporate cultures which make half your employees feel somewhere between unengaged and unsafe is becoming risky and unsustainable. Dutch-based Royal DSM is a case study of multiple parallel transformations – in their business and in their leadership balance. The senior leadership team of 35 was dominated by Dutch men.

Culture 28