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    As human nature makes it difficult to speed up the way individuals change, the way organizations manage change must transform. Download this new point of view to learn about our new approach to extracting analytic-driven insights, delivering solutions with precision, and creating change with lasting impacts.
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    Bersin by Deloitte delivers Predictions for 2013: Corporate Talent, Leadership and HR—Nexus of Global Forces Drives New Models for Talent. 2013 will be a year of growth and change. Businesses around the world will expand, but talent challenges will remain. Globalization, waves of new technology, and a tight market for skills will make HR and L&D more important than ever.
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    The future of outsourcing will likely belong to those who appreciate the distinctive demands of effective outsourcing – and who invest in helping their organizations address them.
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    Cloud computing has created virtually limitless options of how and where work is done, which in turn has created a number of challenges and opportunities for human resources leaders.
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    This vision identifies 18 distinct focus areas for companies that aim to respond more quickly and effectively to changes, expand their global footprints and increase revenues and margins.
  • Boosting business performance through organization design
    This article discusses a simple, clear, yet powerful approach to organization design that can be applied by managers at every level to help companies achieve the competitive advantage they want. Breaking the organization design process into steps gives companies a framework within which informed design decisions can be made.
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    This whitepaper explores the decision right component of organization design and its necessity for the financial services senior executives in the current economic situation.
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    Diana O'brien and Alica Kwan, Principals, Deloitte Consulting LLP, discuss organizations’ inability to retain talent despite recession and the key to turn it around.
  • High stakes M&A: Seven bets that matter
    A deal holds the potential to bring together the very best people, products, and operations to create more value in months than a start-up can produce in years.
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    This article discusses the effective implementation of risk intelligent learning strategy along with the attached assumptions, role of leadership and the keys to risk intelligent learning.
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