Global demographics are shifting, and the global population is aging. Longer life spans will allow this population to travel and work later in life, creating new needs and opportunities. By understanding the shifting demographics and the needs of the new population, your organization can take advantage of future opportunities.
Posted by Nina Martire
June 7, 2017 at 8:30 AM
Posted by Tyler Sweatt
May 17, 2017 at 8:30 AM
Every day, powerful new technologies like Blockchain, Artificial Intelligence, automation, and robotics are emerging and forcing leaders to rethink their organization and to consider a host of unknowns for their future. They’re coming into the marketplace faster than ever, are increasingly complex, and are disrupting how many institutions operate. It’s not surprising that many leaders struggle to understand how to engage new resources, how to introduce and explain them to their people – and even whether they should.
In almost every industry and sector, AI is opening up new possibilities and forcing us to think outside of long-held paradigms. As these burgeoning resources reshape how we approach business, two related points emerge as vital. First, while the ‘wow’ factor of AI and machine learning is high, it would be dangerous to overestimate the value of cognitive technologies. Second, organizational leaders must be involved in the decisions to invest in and adopt technologies based on how the resources will enhance workforce performance.
There is little doubt that we will continue to see a future that employs automated machines and other technology solutions to perform knowledge tasks and data analysis. As that happens, it is important for organizations to recognize these solutions as combined human-machine institutions – not as segmented machines or tools.
Posted by Tyler Sweatt
December 2, 2015 at 9:30 AM
China has the world’s largest population (1.37 billion) and in 2014, the country surpassed the United States as the world’s largest economy (GDP based on purchasing power parity). Today, the country is abolishing a 35-year-old One Child policy and discussing impactful changes to its foreign investment rules. For global businesses, these changes make it imperative to consider how they will address future market implications of massive population growth in the face of operational constraints.
Posted by Deb Westphal
September 2, 2015 at 11:59 AM
Lately, we’ve been working to understand the implications of two seemingly disparate advancements.
The first concerns an action taken by the Department of Defense this summer. The DOD let a massive new contract for its Defense Healthcare Management System to the team of Cerner, Leidos and Accenture Federal. The project’s goal is to build a national health information network that will allow health records to follow patients no matter where they are – from a VA hospital, to a tent in a war zone, to a retail clinic, to an app on their smart phones.
The second advancement concerns all the gadgets we’ve started wearing to measure our metabolic functions. We have wristbands to chart our fitness programs, measure our fluid intake, report on our sleep patterns, and assist with our meditation practice. We even have sensors that beep when we need to apply more sunscreen. Diabetics have sensors that monitor their glucose levels continually. Patients can use their smart phones and telemedicine to consult a doctor about injuries and illnesses. Sensors can even measure and report issues like acid reflux levels and irregularities in a heartbeat.
Let’s do a quick exercise – when did your industry last experience major disruption? How about your business?
Here’s the more important question – when did you last disrupt your own business?
If the last disruption to your business or industry came within the last two years, you are probably planning for the present business climate. If your last disruption came before 2013, you need to address the radical change your business faces, and you don’t have time to waste.
Posted by Deb Westphal
December 16, 2014 at 11:27 AM
Today’s organizations are grappling with complex problems in a world of accelerating change. Aerospace and Defense (A&D) organizations in particular – and the people who work there – must cope with the extra complexity of keeping up with shifts in international security and rapid advances in technology. At the same time, like any other company, A&D organizations must continuously find ways to differentiate themselves from their competition and meet the evolving needs of their customers.