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Kennedy Corner

  • »The Next Big Thing
    Consultants are always looking for the next big thing, the innovation that will see clients storming through their gates, bypassing pesky procurement departments, and writing blank checks for the magic mousetrap that whitens and brightens and cleans windows, too.
  • »JP Morgan and The Whale: A Parable
    After a tumultuous period of banking hyper-regulation after 2008, no one would have suspected in 2012 that JP Morgan, the world’s largest bank, had ineffective controls in place that left the company flat-footed when its “rogue” trader had taken untenable, long-term positions on Credit Default Swaps.
  • »Optimizing Manufacturing Strategy
    Bloomberg News recently reported that GE intends to use 3D printers to produce 85,000 fuel nozzles for its newest jet engine, a significant leap for a technology that until now has largely been confined to prototyping tasks.
  • »‘Post’-Ideological Privatizations
    We may be witnessing the start of a new wave of privatizations, which will see governments throughout Europe significantly increasing their sales of assets across a wide range of economic sectors.
  • »The Jetsons and Cyber Security Measures
    As a child watching the animated TV show The Jetsons I was convinced they lived the ideal life. The Jetson family had technologies and gadgets used in everyday life that seemed unfathomable as I watched in the 1980s.
  • »U.S. Healthcare Reform and Integration
    While each week in the U.S. different reports come out about key aspects of the US healthcare reform being adopted, implemented or delayed, fewer elements of the Affordable Care Act’s (ACA) impact are clear.
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Travel Advisory

  • »Marriott Goes Big in NYC
    Marriott International, Inc. and G Holdings opened what they’re calling an “iconic addition” to the New York skyline, a combined 378-room Courtyard hotel and 261-suite Residence Inn hotel in midtown Manhattan. The $320 million, 68-story property is the tallest single-use hotel in North America.
  • »FAA: ‘Staffing Challenges’ Causing Delays
    In case you haven’t noticed, non-weather related delays at U.S. airports are on the rise. (And I know you’ve noticed that weather-related delays are definitely on the rise.)
  • »Hilton’s Building Boom
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  • »Extended Stay America Serves Up Free Breakfasts With ‘Grab and Go’
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Book It!

  • »The Three Rules
    Earlier this year, Deloitte Consulting’s Mumtaz Ahmed and Michael Raynor published The Three Rules: How Exceptional Companies Think. The authors set out to answer what was, in their mind, the ultimate business question—how do some companies achieve exceptional performance over the long haul?
  • »Thinking in New Boxes
    Creativity is key if you are to thrive in a time of accelerating change, according to The Boston Consulting Group’s Luc De Brabandere and Alan Iny.
  • »The Effortless Experience
    We live in a golden age of customer service, when many executives say their goal is to ‘delight the customer.’ It’s a worthy goal, for sure, but what if it’s wrong?
  • »The Solution Revolution
    What drives the social economy? What opportunities does it present for business? William D. Eggers and Paul MacMillan set out to answer these questions and more.
  • »Author Q&A: PwC's Ted Shelton
    PwC’s Ted Shelton’s book Business Models for the Social Mobile Cloud: Transform Your Business Using Social Media, Mobile Internet, and Cloud Computing, examines how the three technologies are coming together to transform businesses.
  • »Review: The Three Rules
    Why do some companies achieve exceptional performance while so many others struggle to survive? That’s the question Deloitte’s Michael Raynor and Mumtaz Ahmed—along with an international team of dozens of researchers at Deloitte—set out to answer with their book The Three Rules.
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12 9 2010
»Deloitte Survey: Talent Shortage Looming

Despite high unemployment rates across many leading economies, finding good talent is the number one concern of business leaders, according to a new survey by Deloitte and Forbes Insights.

Based on feedback from 334 senior executives and talent managers at large companies throughout the world, 41 percent say finding top employees is their biggest challenge. The extent of the problem varies by geography, highlighting where leaders perceive the most prevalent talent shortage. In Europe/Middle East/Africa, the average share of those identifying recruiting as their biggest problem is 48 percent, the average across Asia-Pacific countries is 41 percent and just 35 percent in the Americas.

The “Talent Edge 2020” survey also found an alarming global consensus in the skill sets business executives anticipate will be lacking in future hires. For example, almost three in four (72 percent) expect at least a moderate shortage in R&D talent. A lack of talent with those skills could pose specific challenges to innovation-dependant industries, such as technology, media and telecom.

"During the recession, most executives were churning their business and talent strategies into survival mode, not success mode—this has to change or corporate growth and innovation will be severely challenged," says Jeff Schwartz, a principal in the human capital practice of Deloitte Consulting and global co-leader and U.S. leader for talent services. "This is where the talent paradox poses the biggest threat—not only are companies struggling to find the right skill sets to fill critical jobs, but they are worried about their ability to keep the talented workers they have. And, these are concerns worldwide—not just in a company's backyard. So, if companies are not thinking about talent and workforce issues in a global way, they are not thinking about them in the right way."
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