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C for collaboration: why the C-suite must work together

Almost three-quarters of companies say their C-suite professionals do not collaborate regularly, even though this is necessary for progress within the company. Deloitte's 2018 report on human capital trends – The Rise of the Social Enterprise – looks at how organisations and their employees are adapting to technological and social changes.

It found that 85 per cent of the companies surveyed said it is very important for the C-suite to take a team-based, cross-disciplinary approach to tackling complex issues. The results suggest that companies where C-suite executives regularly collaborate are a third more likely to be growing 10 per cent more than companies whose leadership operates in siloes. Despite being necessary to advance the enterprise, 73 per cent say their executives do not regularly collaborate.

Changing world of work

Some of the complex issues facing enterprises include:

  • an ageing population and a shift to more flexible and informal working (gig economy);
  • the advance of technologies and automation of processes; and
  • the increasing awareness and pressure for companies to be socially-conscious.

Mind the gaps 

Deloitte's research found that several areas where organisations have apparently not yet developed the policies and programmes to cope with the changing work environment. The following highlight how rapidly organisations are changing and where C-suite executives need to collaborate to shape the businesses of the future:

  • four in 10 companies think automation will have a major impact on jobs;
  • 61 per cent are now actively redesigning jobs around AI and robotics;
  • 54 per cent do not have programmes in place to build the skills of the future;
  • 22 per cent of companies don't have citizenship programmes (for promoting positive social change outside the organisation) and 34 per cent of those that do say they are few or poorly funded;
  • 49 per cent of respondents indicate their companies have done nothing to help older workers find new careers as they age, and another 15 per cent say older workers are viewed as an impediment to rising talent;
  • many organisations expect to be using more contractors, freelancers and gig workers by 2020 but only 16 per cent have policies and practices to manage this variety of worker types.

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