Digital supply networks: A new imperative for life sciences

Posted by Stephen Laaper, Principal, and John Allen, Senior Manager, Deloitte Consulting LLP March 8, 2018.

Life sciences companies are usually not considered market leaders in the race to embrace new technology and digital transformation. Whether deserved or not, this reputation—and the reality—should change. Without the advantages of digital, leaders in life sciences could lose competitive ground that can’t easily be regained.

It’s an urgent call to action, but also a huge opportunity. Specifically, digital supply networks may present an opening for incremental or wholesale digital transformation that can achieve two important goals at once. First, they can help life sciences companies maintain or increase their competitive advantage. Secondly, digital supply networks can address some of the significant forces affecting life sciences, including pricing pressures, the emergence of value-based and personalized medicine and products, and the changing expectations of customers and regulators.
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The humbotic imperative

Posted by Mike Bentley, Ben Dollar, Jeba Dharmaraj, and Stephanie Levitt on February 15, 2018.

The rise of robots in organizations has resulted in two schools of thought—those who believe robots will replace humans and those who believe robots will help humans perform better. Our view is that the world has reached a tipping point where robots and humans are set to thrive in a symbiotic partnership. It’s time to start thinking, “Can a bot do this task for me?”

To understand how we got here, we must look back at how humans have responded to approaching our productivity limit. When faced with diminishing returns to human productivity, we have resorted to creating tools and technologies that replace physical labor and increase work efficiency to overcome the limitations. The invention of the steam engine that led to the industrial revolution massively increased human productivity in the 20th century. Productivity began stagnating at the end of the millennium, but already over the last two decades, the digital revolution and robots have had a more significant impact on human productivity than the steam engine ever did.

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The future of automation in the banking industry

Posted by
Val Srinivas
, Banking & Securities research leader, Deloitte Services LP on February 02, 2018.

Will advances in robotics, artificial intelligence, and quantum computing make machines so smart and efficient that they can replace humans in many roles today? The answer, if you believe the assertions of many experts, seems like a yes.

It is only natural, I presume, to feel somewhat anxious when you hear prognostications about automation’s impact on jobs.1 As a parent worried about my kids’ future, I can’t help but wonder how work as we know it, and, as a result, society itself, will be radically transformed by machines in the decades ahead.2

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Uh-oh, Did Tax Get Left Out?

Posted by
Mahesh Marepalli
Managing Director, Deloitte Tax LLP on December 13, 2017.

Actionable tax data and insights are critical and meaningful enablers for an effective tax leader to deliver value back to the business enterprise. Many, though, struggle to provide those insights quickly and efficiently, often driven by an inability to access information needed on a real-time basis.

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Minds + Machines: Revolutionizing work, careers, and learning

Posted by
Michael Griffiths
,  Matt Stevens, and Carly Ackerman on November 16, 2017.

We often hear threats of the imminent doom headed our way in the form of artificially intelligent robots. Instead of considering robotics and cognitive technologies as a way to reduce the need for humans, organizations should be considering how the future of work drives complementary capacity created by automation. HR and Learning & Development (L&D) have a significant opportunity to help the organization transition toward structures capable of moving faster, learning rapidly, and embracing the dynamic, human-centered careers created as a result of digital proliferation and increased automation.

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Using people analytics to get to High-Impact HR

Posted by David Fineman on Nov 1, 2017

High-Impact HR refers to an HR function that helps the business excel in key areas—adapting to market changes, introducing new products and services faster, being more responsive to customer needs, operating efficiently and cost-effectively, and beating the competition. People analytics, which is really a subset of business analytics, is a key enabler of High-Impact HR. Deloitte’s 2017 Global Human Capital Trends report tells us that 71 percent of surveyed executives see people analytics as a high priority, and are applying it to talent challenges, as you might expect, particularly in recruiting and also in performance measurement, compensation, workforce planning, and retention.1 But it’s not just about HR—people analytics addresses business issues, too.

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Digitized ecosystem in tax

Posted by Beth Mueller and Jaskiran Bhatia on October 20, 2017

Interested in how a connected and digitized world is dramatically changing how taxing authorities ensure the proper collection of taxes? Take a look at changes in India to see how a digitized compliance ecosystem works.


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Beyond gaming: The business benefits of mixed reality

Posted by Sam Pearson on October 13, 2017

It’s an exciting time to be on a factory floor. Augmented reality (AR), virtual reality (VR) and mixed reality (MR) are technologies that are increasingly being used by manufacturers. It’s not just for gaming anymore. Companies around the globe are seeing the business potential of deploying these technologies, with the goal being to replace keyboards and flatscreens with new ways of communicating, collaborating and engaging workers. A number of companies are moving beyond pilot applications, indicating that now is the time to get serious about the dynamic new technologies.

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The robotics and cognitive automation conundrum: Big bang deployment or small steps?

Posted by Peter Lowes and Anthony Abbattista on October 5, 2017

The old adage, “if it weren’t for the last minute, nothing would get done” may be a reality for organizations that wait too long to develop robotics and cognitive automation (R&CA) capabilities. Momentum is building as more companies use R&CA technologies to replicate human actions and judgment, thereby performing a wide and growing array of routine tasks. Should your organization get started today or wait for technologies to mature before making a major transformation?

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