塑造未來不確定性時代下構(gòu)建未來就緒型組織Crafting+tomorrow：Shaping+future-proof+organizations+in+uncertain+times

STUDY

RolandBergeron

PeopleandOrganization

Craftingtomorrow

Shapingfuture-prooforganizationsin

uncertaintimes

CoverLeeYiuTung/iStock

Thepathtoafuture-prooforganization

Inthistimeofunprecedentedchallengesandchange,

organizationscannotaffordtositstill.Fromrisingcost

pressuresandshiftingmarketdemandstodigitalization,talentshortages,increasedcompetition,andgeopoliticaluncertainty,theymustadapttosurvive.Inshort,they

mustbecomefuture-proof.

Whileefficiencyremainsacornerstoneofsuccess,

organizationsmustalsostayaheadofindustrytrends,

adoptpeople-centricapproaches,andensureoperationalagilitytoremaincompetitiveandresilient.Balancingtheseprioritiesenablesbusinessestoproactivelypreparefor

theunknown,embedflexibility,fosteradaptability,andprioritizesustainablegrowth–allcriticalforthrivinginuncertaintimes.

Wesurveyedmorethan260businessleadersinkey

industries,fromautomotivetohealthcare,onnineessentialdimensionsfororganizingandoperatingacompany.Theseincludetechnicalinnovations,suchasAI,aswellasstructuralandprocesselements,suchaspeople-centricity.Successinthesedimensionsiswhatmakesexcellentorganizationsstandoutfromaverageones.Weusedthesurveyresultstoidentifysuchnext-generationwinners–companiesthatsetthefuturestandardinorganizationaldevelopmentthroughexemplarystructuresandprocesses.

Overthenextpages,wegiveanoverviewofthenine

dimensionsandtheirindividualsurveyresults.Thisincludesidentifyingthekeystosuccessforeach,andactionsto

improveperformance.Lastly,weoutlinehowcompanies

canbestnavigatethedimensionsandensuretheybecomefuture-proofnext-generationwinnersthemselves.

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RolandBergeronPeopleandOrganization

Organizationsofthefuture

addressninecoreshiftsintheiroperatingmodel

Adaptability&

strategicexecution

Providetools anddatathatenablefaster, informed decisionsto quicklyadapt tochangingconditionsandopportunities

Fostera

mindsetof

adaptability,

…boostdecision-makingspeedacrossalllevels

whereleadersshapeaculturethat

…setthefrontlinefirst

encourages

flexibilityandaccountability

…putDEIonCEOagenda

Innovation&technology

Next-genwinners…

…createahigh-

performanceculture

Leadership&culture

…mobilizeandcommitresourcestoinnovation

…redefineleadershippriorities

…turnAIintoastrategicenabler

Establish

afoundationforeffectiveand

empoweredleadership,toshapeandtransform

companyculture

…unlockthepotentialofplatformstructures

…h(huán)arnessthepeopleadvantage

Providethe stability,resources,and operational efficiencyto integrateand scalenew business opportunities andtechnologies

Organizational

scalability

Source:RolandBerger

RolandBergeronPeopleandOrganization5

4RolandBergeronPeopleandOrganization

Next-genwinnersboostdecision-makingspeed

Next-genwinnerssetthefrontlinefirst

Theystreamlineprocessesatalllevelstoreducebureaucracy,enablingquickerandmoreinformeddecisionsthatdrivebetteroutcomes.

Speedisthekeytowinningintomorrow'sworld.Oursurveyshowsthatbusinessleaderswastearound60%oftheirdecision-makingtime-in

afast-movinglandscape,wherehesitationiscostly.Top-performing

companies,however,makebold,fastdecisions–andmakeastrongercommitmenttosticktothem.Thekeyistoworksmarterandenable

decisionsatthefrontlines,wheretheactionhappens.Equipteamswiththetoolstheyneed–real-timedata,advancedAIinsights,authority–

andstreamlineprocessesbycuttingthroughbureaucracy.Embed

speedintoyourorganization'sDNA,startbydecentralizingdecision-

making–empowerteamswithclearmandatesandtherightdatato

actquickly.LeverageAIanddata-driveninsightstoenhanceprecisionwithoutslowingdownexecution.Createaculturewhererapiditerationandadaptabilityarethenorm.Balancingspeedwiththoughtful

decision-makingiskey–companiesthatmasterthiswillnotonlykeepupwithinnovationbutleadtheway.

Shareofdecision-makingtimeusedeffectively[%]

40%

Effective

60%

Ineffective

Onaverage,60%ofleadership'sdecision-makingtimeisusedineffectively

Theysimplifyorganizationallayersandleveragemodular,market-specificprocessestorespondeffectivelytomarketneeds.

Leadingcompaniesgobeyondreactingtothemarket–theyanticipateitsshifts.Theyadapttoevolvingcustomerdemands13%faster,reduceorganizationallayersinkeyareas,anddemonstratesuperioragilityandresponsiveness.Yetourfindingsshowthatmostcompaniesstruggle

todothis.Themainroadblock?Alackofstructuredprocessesand

failuretocreateamodular"processworld"tailoredtoeachmarket.

Toomanyorganizationsremainboggeddownbyinternalcomplexity,slowingdecision-makinganddisconnectingthemfromtherealdriverofgrowth:continuouslymeetingtheircustomers'evolvingneeds.Towin,companiesmustbringagilityanddecisionpowerclosertothemarket.Future-readybusinessesstreamlinetheiroperatingmodelstoput

customer-facingfunctionsfirst.Theyremoveunnecessarycomplexity,implementmarket-specificprocessframeworks,andempower

front-lineteamstomakequickdecisions.Amodular,flexiblestructureallowsthemtoscaleandpivotquickly–withoutlosingcontrol.

Abilitytoquicklyaddresschangingmarketrequirementsbydegreeoffrontlinefocus[%]

Adaptationrate

-13%

Frontlinefocused

companies

Other

companies

Timesince

marketchange

Companieswithafocusonthefrontlineadapttomarketrequirements13%quickerthanaverage

Source:RolandBergerSource:RolandBerger

RolandBergeronPeopleandOrganization7

6RolandBergeronPeopleandOrganization

Next-genwinnersunlockthe

potentialofplatformstructures

Theyshiftfromhierarchicalandtraditionalmatrixstructurestoplatform-basedorganizationsthatenablescalability,speed,andresilience.

Oursurveyshowsthatleadingcompaniesthatareoutperforming

themarketmovedfromhierarchical,traditionalmatrixstructurestoa

platform-basedorganization.Thesecompaniesadjusttheiroperatingmodelandintroducesharedcapabilitiesasaprimaryorganization

designelement.Platformscanbecategorizedintotech,business,andcustomeroriented,eachservingadifferentpurpose.Whiletechplatformsarealreadycommon,companiesareyettoexplorethefullpotentialofotherplatformtypes.Oursurveyfoundthatonly15%ofcompanieshaveimplementedcomprehensiveplatformstructuresintotheiroperations,includingtechnology,business,andcustomer-facingplatforms.By

embracingplatform-drivenoperationsandworkingincross-functionalteamswithreducedlayers,companiesfacilitategreaterinternal

collaborationandcanscaletheirbusinessesmoreeasily.Otherbenefitsincludeenhancedspeedandqualityofservices,operationalresilience,improvedcostefficiency,andtheabilitytoquicklyadapttomarket

demands.Focusonbuildingplatformsthatdrivebothspeedand

resilience,ensuringyourorganizationcanadaptandgrowefficiently.

Shareofcompaniesoperatingoneormoreplatforms[%]

50%

35%

15%

TechTech+business

platformsplatforms

LowDEGREEOFMATURITY

Tech+business+customerplatforms

High

》》

85%ofcompaniesareyettounleashthefullpotentialofplatforms,indicatingalowmaturitylevel

Next-genwinnersharnessthepeopleadvantage

Theybuildpeople-centricorganizationsthataddressemployeeneedsandimplementsystematictalent,skills,andlearningstrategies.

Inatimeoftalentscarcityandcompetitionforskilledlabor,itiscriticalfororganizationstopositionthemselvesasemployersofchoicewhile

alsoinvestingintheirexistingworkforce.Asshownbyoursurveyresults,thisrequiresastrategic,people-centricapproachthatprioritizes

well-beingandwork-lifebalancewhilecontinuingtomeetfunctionalneeds.Leadingcompaniesachievethisthroughholisticstrategiesthatpromoterecognition,astrongsenseofpurpose,andwell-being

services.Theseorganizationssystematicallymanagetalentbyregularlyassessingworkforceskills,identifyinggaps,andimplementingactionstoclosethem.Thisfocusontalent,skills,andlearningstrategieshelpsbuildresilientandfuture-readyworkforceswhilemaintaininghigh

employeesatisfaction.Integratetalentdevelopmentstrategies,addressdiverseemployeeneeds,andfostergrowth-oriented

environmentstoalignpeoplestrategieswithbusinessgoals.

Considerationofemployeeneedsbycompanyperformance

[averagebyperformancegroup]

+14%

+30%

+29%

Emotional

Othercompanies

FunctionalWork-life

balance

Topperformers

》

Topperformerscreatethrivingworkenvironmentsbyemphasizingthefullspectrumofemployeeneeds

Source:RolandBergerSource:RolandBerger

RolandBergeronPeopleandOrganization9

8RolandBergeronPeopleandOrganization

Next-genwinnersturnAIintoastrategicenabler

TheyorchestrateAIinitiativeswithcentralleadershipandintegratethepeoplesidetoavoidfragmented,randomefforts.

AIhasemergedasakeydriveroffuturegrowth,aswellascollaborationwithinorganizations.OursurveyrevealsthatcompanieswithaclearlydefinedAIstrategyare2.9xmorelikelytobewinnersthanthosethat

takeamorefragmented,opportunisticapproach.TopperformersfullyembraceAIasanintegralpartoftheiroverallstrategyandoperations.ThechallengemostorganizationsfaceinemulatingthisisbuildingtherightAIskillsandcapabilitieswithintheirworkforce–neglectingthe

peoplesideofAI.WhileAIenablessmarterdecisionsandmoreefficientprocesses,employeesneedtrainingtointegrateAIintodailyworkflows.CreateanAIstrategythatalignswithyourbusinessobjectivesand

enhancesperformanceacrosstheorganization.LearnhowtobuildanAI-enabledculture,upskillyourworkforce,andempoweryourteamstomakeAIatruecompetitiveadvantage.

Next-genwinnersmobilizeandcommitresourcestoinnovation

Theyinveststrategicallyinbothcoreandnewbusinessareastoharnessuntappedpotential.

Innovationisthelifebloodoffuturesuccess.Yetoursurveyshowsthat

oursurveyparticipantsarehesitanttomakeboldmovesandinvest

moderatelyinbothnewandcorebusinessareas.Infact,tomaintaina

competitiveedgeorbecomealeaderinadynamicmarket,companiesshouldcommitsignificantresourcestobothexistingcapabilitiesand

emergingbusinessareastoexplorenewgrowthavenues.Inshort,

pursueinnovationontwofronts.Totrulyharnessthepowerof

innovation,leadingorganizationsadoptaholisticapproach.Theydon'tjustdevelopnewproductsorservicesbutrethinkhowtheirentire

organizationoperatestosupportinnovation.Thisinvolvesclearly

definingend-to-endprocessresponsibilitiesandcultivatingrobust

learningcultures.Bybalancinginnovationneedswithalong-termvision,theyensuresustainablegrowthandadaptabilityinadynamicbusinesslandscape.Topinnovatorsusestrategiestomanagethisdualfocus–

theyaligntheirorganizationalstructures,processes,andculturesto

AveragelikelihoodofsuccessfulperformanceforcompanieswithandwithoutamatureAIstrategy

supportbothreinventionandnewbusinesscreation.Fosteracultureofexperimentation,streamlinedecision-making,andleverageemergingtechnologiestostayaheadinarapidlychangingworld.Thefuture

2.9x

belongstothosewhoinnovate–startnow.

Topperformers

Readinesstoinvestandinnovationeffortinreinventingthecoreandcreatingnewbusiness[marketavg.]

Corebusiness

Newbusiness

Loweffort

Higheffort

Othercompanies

-10%

CompanieswithaclearlydefinedAIstrategyinplaceare

2.9xmorelikelytobesuccessful

Companiesarehesitanttomakeboldmoves-moderateinvestmentcommitment,esp.innewbusiness

Source:RolandBerger

Source:RolandBerger

RolandBergeronPeopleandOrganization11

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Next-genwinnersputDEIontheCEOagenda

TheytransformfragmentedeffortsintotangibleinitiativestoembedDEIacrosstheorganization.

WhileDEIinitiativesfeatureinmostcorporatestrategies,theyare

oftennotprioritizedandnotputintoaction.Accordingtooursurvey,

82%ofcompaniesfailtointegrateDEIintotheirkeyHRinstrumentslikeperformance,compensation,andcareerdevelopment.Thisscatteredapproachresultsinsurface-levelinitiativesthatfailtodrivemeaningfulchange.Whatsetstopperformersapart?TheytreatDEIasaleadershippriority,notasecondarytask.Seniorleaderstakeownership,drivingDEIinitiativesthatareembeddedintothecompany'scorevalues.Insteadofdelegatingtoisolatedteams,topmanagementensuresDEIshapesstrategicdecisions,policies,andeverydayoperations.WhenDEIisledfromthetop,itbecomesapowerfultoolforlastingchange,notjust

acheckboxtotick.Thesolutionliesinclearactionsandmeasurable

results.Setspecificgoals,embedDEIintorecruitment,retention,and

promotionpractices,andensureaccountabilityateverylevel.By

activelyaddressingbiasesandfosteringaculturewherediversevoicesareheard,companiescreateaninclusiveenvironmentwheretalent

flourishes–andsuccessfollows.Toensuresuccess,setspecificgoals,embedDEIintorecruitment,retention,andpromotionpractices,andensureaccountabilityateverylevel.Also,moveDEIfromstrategy

toexecution.ThiscanincludecentralizingDEIeffortstocreatemeasurableoutcomes.

ShareofcompanieswithDEIembeddedinatleastoneHRinstrument[%]

18%82%

IntegratedinkeyHRinstrumentsNotintegratedinkeyHRinstruments

DEIremainslipservicewith80%ofcompaniesfailingtointegrateDEIintotheirkeyHRinstruments

Next-genwinnerscreateahigh-performanceculture

Theymakeboldmovesintransformingthecompanyskeletontoshapeemployeebehaviorsandachieveoutstandingbusinessperformance.

Oursurveyshowsthatcompaniesprioritizingaperformance-orientedcultureare6.6xmorelikelytobesuccessful.Theseorganizationsexcelbymakingboldmoves,embeddingperformance-drivenbehaviors,andaligningincentiveswithoutcomestodriveinnovation,ownership,and

flexibility.Topcompaniesbalanceefficiencywithinnovation,encouragecross-functionalcollaboration,andbuildadaptablestructures.This

mindsetempowersteamstotakeownership,whileleadersfocuson

accountabilityandcollaboration.Incentivesandrecognitionalignwithbothindividualandcollectiveachievements.Buildahigh-performanceculturebyredesigningincentivestodriveimpact,fosteringcollaborationacrossteamsandadoptingleadershippracticesthatbalance

innovationwithoperationalexcellence.Createanenvironmentwhereemployeesareempoweredtotakeownershipandpushboundaries.

Averagelikelihoodofsuccessfulperformanceforcompanieswithandwithoutaperformanceculture

6.6x

OthercompaniesTopperformers

Companiesemphasizingaperformancecultureare6.6xmorelikelytobesuccessful

Source:RolandBergerSource:RolandBerger

RolandBergeronPeopleandOrganization13

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Next-genwinnersredefineleadershippriorities

Theyreassessthemanagementagendawithregardtostrategy,functions,andpeople-andclearlydefineroles.

Buildingafuture-prooforganizationdemandsforward-thinking

leadershipanddecisiveaction.Whilemanycompaniesrecognizetheneedforchange,fewredefineleadershipprioritiesintermsofstrategy,functions,andpeopleandclearlyshaperolesforeach

leadershiplevel.Oursurveyshowsthattop-performingcompaniesclearlyprioritizestrategictopicsattheseniorlevel,allowingmiddlemanagementtohandlefunctionalresponsibilities.Thisgives

operationalteamstheautonomytodriveresultswhilethetop

managementconcentratesonstrategicandpeople-centric

decisions,andensuresalignmentacrossallleadershiplayers.Agreeleadershipfocustosetclearprioritiesanddriveimpact.Empowerteamswiththeautonomyandtoolstheyneedtoperformattheirbest.Fosteraculturewhereinnovationandoperationalexcellencegohandinhandandcanthrive.

Leadershipprioritiesbycompanyperformance

Topperformers

Othercompanies

#1

Operational

Strategic

#2

Functional

Operational

#3

Strategic

People

#4

People

Functional

》》

Topmanagersofunderperformingcompanieslagbehindinaddressingstrategicandpeopletopics

Source:RolandBerger

14RolandBergeronPeopleandOrganization

Whatittakestomakeithappen:Getstarted!

Whilethenineactionareasmayfeeloverwhelmingtomany

companies,theyshouldnot–meaningfulprogressonthepathtobecominganext-genwinneriseasierthanitseems.Inpractice,

it'snotaboutexecutingallnineatonce.Rather,itisaboutdecidingontherightentrypointsforyourspecificorganizationandtakingdeliberatestepstodrivechangeandgrowth.Theseincremental

changes,whenalignedwithaclearvision,cancreatemomentumandlaythefoundationforbroadertransformationovertime.

Indeed,byaddressingkeyareas–streamliningdecisionmaking,simplifyingorganizationallayers,oradoptingapeople-first

strategy–companiescanunlocksignificantvalue.

Therearetwostartingpointstoconsider:

1.Initiate"noregret"moves.Thesepracticalstepsprovide

immediatebenefitsandcanbetailoreddependingontheorganization'sstartingpoint.Theymayincludeeliminatingbureaucraticbottlenecks,fosteringcross-functional

collaboration,oracceleratingdigitaladoption.

2.Takeastrategicapproachbyidentifyingtheactionareas

thataremostimportanttoyourcompany.Developinga

customizedblueprintthatalignswiththecompany'sspecificcontextensuresastructuredandscalabletransformation

journey.Bycombiningquickwinswithalong-termperspective,organizationscanbuildasustainablecompetitiveadvantage.

Thecompaniesthatwillexcelinthefuturearethosethatacttoday.

Infurtherspin-offpublications,wewillexplorethe

nineactionareasinmoredepth,offeringinsightsandstrategiestoensureimpactfulchange.

16RolandBergeronPeopleandOrganization

RolandBergeronPeopleandOrganization17

YourcontactsatRolandBergeronPeopleandOrganization(1/2)

CyrusAsgarian

SeniorPartner,GlobalPlatformHead

cyrus.asgarian@

ViktoriyaBondarets

SeniorPartner,GlobalPlatformCo-Head

viktoriya.b