Some have voiced fears that artificial intelligence could replace humans altogether. But that isn’t likely. A more valuable approach may be to view machine and human intelligence as complementary, with each bringing its own strengths to the table.
Artificial intelligence technology can result in artificial stupidity if it's poorly designed, implemented, or adapted. What's crucial? Ensuring it's designed to help humans think better
MIT professor Thomas Malone on human-computer collective intelligence and the future of work
Results from the 11th biennial global shared services survey indicate that shared services centres (SSCs) are, in fact, shifting from being a “provider of what they ask for” to a generator of tangible business value - especially as SSCs are witnessing an increased penetration in strategic and interaction-heavy functions like customer, sales and marketing support, and procurement.
Before we answer this question, it’s important to answer the first few and define “digital.” Business leaders are grappling with these questions in the face of unprecedented change - growing connectivity, competition, and consumer power. It means new methods of engagement, new products, new operating models, new organizations, and new ecosystems…and becoming digital is at the heart of it all. Yet, most often the first thing that comes to our minds is tools and devices.
Despite evidence to suggest the conditions for automating at scale are in place, it is equally clear that organisations are struggling to scale in the way we might have anticipated only a year ago. Only four per cent of respondents to our survey are operating more than 50 robots, a one per cent increase on last year.
Building on our findings from previous years, the fourth edition of Deloitte’s Global Robotics Report, will explore why we believe organisations are still not managing to scale, and provide insights on how we believe organisations can overcome the common barrier to scale.
We look towards the future with eight predictions for the finance function of 2025. The technologies needed to reimagine finance are here and they will only get better. It’s crunch time.
In this edition of The Deloitte Consumer Review, we explore the latest developments in technology and how this is predicted to shake up the consumer market, drive innovation and create opportunities for both growth and greater efficiency.
Our global survey of more than 11,000 business and HR leaders across 140 countries, reveals 10 areas for businesses to focus on to better organise, manage, develop and align people at work. So what are the 2018 human capital trends?
Deloitte's ninth annual Technology Trends report analyses the trends that could disrupt businesses in the next 18-24 months. CIOs who can harness the possibilities of these technologies will be better positioned to shape the future of their business.
With more than 10,000 HR and business leaders in 140 countries weighing in, our 2017 Deloitte Global Human Capital Trends report reveals that business and HR teams must adapt their organisation structures to withstand the pace of the digital revolution.
Technology has moved far beyond desktop devices and software upgrades: to data analysis, augmented reality, and reimagining products as services. In fact, the range of recent advances - from nanotech to robotic process automation - can seem overwhelming. But CIOs can look ahead to help shape their company’s future.
Deloitte has identified five key analytics trends organisations should track - and consider applying - in the year ahead.
Growth ambitions are high in an uncertain market, the pace of change and increased uncertainty requires superior levels of funding. Defensive strategies being implemented by Chief Financial Officers are demanding rapid, sustained cost reduction in parallel to a greater focus on risk from procurement. We are now sure that the traditional procurement operating model has to change. This has been driven by a lack of talent and an increase in digital innovation.
Hungary is the second largest market for shares services in the Central Eastern Europe region. Business centers employ more than 40 000 employees and are present in 90+ companies on 100+ SSC sites in the country.
Considering the size of the market and remaining open to Hungarian shared service leaders' interests, during our survey we focused on insights and trends related to the growth and evolution of the Hungarian shared services industry.
The 2017 Deloitte RPA survey, which attracted well over 400 responses from around the world, shows that awareness of robotics remains high.
Deloitte’s 2016–2017 global survey of CIOs takes us a step forward in gaining a deeper understanding of how CIOs create legacy - the value and impact technology leaders deliver to their organisations. Through in-depth interviews and online surveys, the opinions and insights were collected of more than 1,200 CIOs across 23 industry segments in 48 countries.
The results of the 2016 Global Outsourcing Survey have been compiled from over 280 responses representing organisations from across the globe. Participants spanned 25 sectors with over 50% of participants from organisations generating between $1 billion to $15 billion in annual revenues. This is Deloitte’s third biennial survey, collecting data, insights and trends on the growth and evolution of outsourcing since 2012.
Digitally savvy executives are already aligning their people, processes and culture to achieve their organisation's long-term digital success. Read more about the survey conducted by MIT Sloan Management Review and Deloitte.
How are cognitive technologies being used in organizations today? Organizations across industries of the economy are already using cognitive technologies in diverse business functions. Read Deloitte India's report to find out whether artificial intelligence will be the next "bold play".
Digitally savvy executives are already aligning their people, processes, and culture to achieve their organisation's long-term digital success.
What do changes in the way that business operate and interact mean for shared and global business services?
Analytics is permeating all areas of business and it is now well understood that collecting, storing, analysing, and driving insights from data should be a company-wide endeavour.
Robotic Process Automation has been maturing quietly over the last decade and is now used for enterprise-scale deployments. Intelligent Automation, while still nascent, promises hugely transformative potential in the near future. To maximise the impact of robot-led automation, business leaders need to have a solid understanding of the available tools and a clearly defined strategy for automating their enterprises.
As global in-house centres (GICs) continue to scale, organisations will need to consider a new operating model to generate exponential strategic value from their investments. The GRID provides a framework for global in-house centres to go beyond “better and faster,” fostering collaboration and innovation among all players in the extended shared services network. It is becoming challenging for all GICs to achieve the next level of service excellence where high-value and efficiency gain is becoming a prevalent ask from their parent organisations. There is a need to shift the focus from just being low cost delivery centres to high-value service based delivery centres, hence, “Get GRID-ready”.
Who can benefit from a blockchain? How does it generate value? And, perhaps more importantly, how can the technology be applied to existing organisations and their current business models?
This paper aims to address these questions and help leaders in different sectors navigate the emerging opportunities offered by blockchain technology.
The CFO Survey is released quarterly and is an authoritative barometer of UK corporates’ sentiment and strategies. It is the only survey of major UK corporate users of capital that gauges attitudes to valuations, risk and financing.
- Global centres with “global” talent pools, global process ownership, and financials that are competitive around the world
- Responsiveness via adoption of enabling technologies and application of predictive analytics
- Integration into a global delivery network based on collaboration and interaction with other “nodes”
- Dynamic through on-demand service delivery, value-linked measurement systems, and faster, empowered decision-making.
In this Deloitte Point of View Elias van Herwaarden and Val Popovici of Deloitte's Global Location Strategies share their insight on Global Business Services (GBS) site selection, and why companies should think twice before deciding where to locate their GBS.
A quick-reference guide to how robotic process automation plays out in global business services, shared services, and outsourcing.
From cloud computing and robotics to analytics, artificial intelligence and automation, a new class of digital disruptors is transforming how business gets done. Expect these disruptors to have a big impact on the future of finance organisations. But what exactly will their impact be? What is the future of finance in the face of these developments?
When our organisation does research with CFOs, we often uncover gold mines of insights. That happened recently when we interviewed 30 finance executives about digital finance transformation in theor global businesses. Our initial analysis of those conversations focused on specific digital technologies, as reported in 'Crunch time: Finance in a digital world.'
This follow-up report provides another glimpse of what these finance executives had to say, this time focused on a broader discussion of finance and what it means to make the digital journey.
Explore Blockchain for Finance , the latest installment in our Crunch time series, where we dive deep into business blockchains and how they’re transforming the work of finance organisations around the world.
Businesses today are embracing "customer experience" as one of the most important ways to drive sales, customer loyalty, and competitive differentiation. And while shared services users might not be customers in the traditional sense, providing them with a superior experience can yield significant benefits for the business, including: lower costs; improved self-service; and higher employee satisfaction, engagement, and retention.
As the customer experience discipline has grown in maturity over the past decade, customer experience measurement has not evolved at the same rate. Many customer experience measurement solutions do not take into account the most recent CX best practices
The pace of technological change is accelerating. In less than 12 months since we published the last Digital Disruption Index, we have witnessed significant shifts in investment in new technologies, with the likes of artificial intelligence, augmented and virtual reality, and blockchain gathering momentum. However, in the rush to keep up, our findings reveal many organisations are yet to develop a coherent strategy for investing in these digital technologies.
Building on our initial findings published in 2017, as well as our long-standing research into innovation and the future of work, the second edition of the Digital Disruption Index explores six key themes around investment in digital technologies and ways of working.
Digital transformation is the use of technology to radically improve the performance or reach of an organisation. In a digitally transformed business, digital technologies enable improved processes, engaged talent, and new business models.
Manufacturers slow to implement digital supply networks may risk being left behind. But how can company leaders know which digital technologies will yield the most business value, or whether the time is right to invest in making a change?
Two powerful forces are shaping our workforces and workplaces: the growing adoption of artificial intelligence in the workplace and the expansion of the workforce to include both on- and off-balance-sheet talent. What does the future of work look like, and what are the implications for individuals, organisation leaders, and public institutions?
Leading organisations are recognising the opportunities for Global Business Services (GBS) to deliver business value beyond cost and operational efficiencies. The point-of-view examines why business leaders are now looking too use a GBS model to manage their data capabilities and provide significantly improved access to enterprise-wide reporting and analytics.
Our latest publication explores the benefits of Global Business Services beyond the traditional cost and operational benefits of shared services, such as alignment with growth, risk and talent strategies. It explores the essential characteristics and behaviours necessary to drive a performance-improving Global Business Services organisation, as well as providing practical tips on implementation.
Just when you thought your global business services (GBS) strategy couldn’t deliver more value, digital enters the picture. This is good news for companies that are looking for possible advantages in becoming more efficient. But it also is likely to introduce a significant amount of change in a short amount of time. Service delivery transformation will likely play a big role in the move from traditional GBS to digital GBS. And the journey is just beginning.
What are the opportunities for using analytics in financial reporting and fair value estimates, and what are the risks in ignoring their potential?
From robotics to cognitive computing, current trends in automation are reshaping global business services (GBS). While new technology, such as robotic process automation (RPA), can enable the “holy grail” of analytics and other higher level services, it may not be a quick fix. In order to reap the potential benefits, organisations must first understand the disruptive aspects of automation, along with the pre-requisites for integrating it into their GBS models.
Early leaders in GBS are far enough along to make a clear-eyed assessment of what they’ve achieved with GBS, where they may be at risk of falling short, and why. In this report, we explore why the growth of GBS has slowed and delve into lessons learned from individuals who have trodden this path.
For more than two decades, organisations around the world have been using shared services and outsourcing to improve service delivery and reduce costs in defined parts of their businesses. Leading organisations are now taking the next steps.
Consumers now expect a bespoke, fluid experience when shopping. This experience is defining successful business models, but how can businesses predict what consumers want?
There are big changes afoot in shared services, outsourcing, and global business services. It is difficult to imagine these changes taking place without cloud-based capabilities playing a growing role. In fact, there’s already plenty of evidence that cloud is already changing things, as new cloud-based services have experienced widespread adoption over the past couple of years. There is no more time to wait and see how this all plays out.
With tax departments facing big changes on the regulatory front, not to mention within the business itself, it’s difficult to imagine them being successful over the long run without making fundamental changes to their operating models. Outsourcing and global business services will likely play a big role in those changes.
Find out how Deloitte's Global Business Services (GBS) Lab can help align leadership understanding of GBS and accelerate the planning of a GBS programme within your organistion. Our one-day session helps executives to assess their organisation, articulate the vision and mobilise GBS change.
For many, robotics is an innovation that is poised to transform the landscape of transaction processing. For others it is just another way of automating processes that long ago should have been eliminated or simplified. We believe it is a technology worth investigating because of its ability to improve efficiency and reliability.
Our recent online survey found there has been a sharp increase in the number of organisations that have investigated Robotic Process Automation (RPA) and that a significant number of organisations have already implemented or piloted RPA.
Finding a home for Finance Analytics in a GBS or Shared Services organisation provides many benefits.
We help companies understand the importance of customer experience value and how to maximise that value through dynamic, personalised treatment.
In this report we explain what the leadership at global business services can do to support and enable GPOs to create value for the enterprise.
In this report we outline five specific and significant ways a GPO can create enterprise-wide value.
For more than two decades, organisations around the world have used shared services and outsourcing to improve controls and reduce costs. Those tried and true benefits are still relevant, but the expectations placed upon leading global business services (GBS) organisations are now much higher. Mature GBS organisations now deliver value in such strategic areas as transformation, mergers and acquisitions (M&A), and innovation in addition to traditional cost and operational efficiency benefits.
The TMT Predictions are Deloitte’s annual view on the key trends set to shake up the companies in Tech, Media & Telecoms, alongside other industries.
Our latest report re-examines the impact of automation and robotic on work and employment. This time it shifts focus from the future of occupations to the outlook for industry sectors.
A Deloitte survey (sponsored by Facebook) asked C-suite executives for their perspectives on the future of work. Their responses reveal six themes about the future workplace—and six lessons to help leaders ease the transition.
How can companies raise their back office functions to the next level through the establishment of Global Business Services?
In today’s shared services and global business services (GBS) environment, the dynamics are ever-changing. Historically, cost has been the primary measure of value in location decisions. But cost-based decisions can be short-sighted in an increasingly complex shared services landscape affected by the evolving global political scene and impending tax regulations. In fact, a location strategy of calculated coexistence within markets can deliver better results than out-spending the competition. Crafting such a strategy requires the appropriate level of due diligence to determine if a location is a competitive, environmental, cultural, and operating cost fit for the company.