Key Takeaways

• “The human deal has totally changed! Work from home is an actual demand for radical flexibility and inclusion.”

• “Over 82% of people desire to work for organizations that support their personal growth and creativity, and yet 45% of employees believe their organization actually sees all of who they are as a person.”

• “The human deal has shifted in order to be creative, engaged and innovative people who want to be heard, be seen and display unique expression.”

• There are four steps that can help leaders improve diversity of thought and innovation within their organization: become a conscious leader; elevate, extend and expand diversity of thought; create an actionable diversity and inclusion plan; and develop and execute a one-page strategic plan.

• “Organizations that focus on unhiding the full potential of people by harnessing employees’ different viewpoints and opinions will set the stage for market differentiation and business growth.”

Key Takeaways

• There are four phases to cloud computing:
  
  • Phase 1: Cloud as Technology Disruptor
    
  • Phase 2: Cloud as Capability Enabler
    
  • Phase 3: Cloud as Innovation Facilitator
    
  • Phase 4: Cloud as Business Disruptor  

• “Cloud drivers include cloud variations (such as hybrid IT and multicloud environments), which are now at the center of where the cloud hype currently is.” 

• In 2026, cloud spending is forecasted to exceed $1 trillion worldwide, exceeding all other IT markets. 

• “As infrastructure becomes more abstracted and invisible (delivered in a serverless way), I&O will focus less on deploying, provisioning, upgrading and backing up environments and instead focus on infrastructure and application resiliency.” 

• “Drive cloud strategies that include architecture and governance by leading a cloud center of excellence (CCoE) and encouraging fusion teams.”

• “Optimize spend by leveraging multiple cost optimization techniques and negotiating discounts with hyperscalers, to optimize spend.”

• “Support users and applications everywhere by redesigning for network inversion and by implementing DevSecOps and ‘policy as code’ practices.”

Key Takeaways

• “Nearly 1 in 3 of your employees are looking to move on. This level of attrition is costly and disruptive, and we need to be better as I&O leaders to stem the tide of exodus.”

• “Employees are also victims of the velocity of change. Too much, too soon, too frequently. I&O leaders must do their best to control the velocity so that their people can adapt and function effectively.”

• “I&O leaders need to better understand attrition and attraction.”

• “Establish a strategy that recognizes the requirements of factors that attract and cause employees to leave to allow I&O leaders to optimize their tactics in finding and retaining key employees.”

• “An attractive employment value proposition (EVP) allows I&O leaders to present the best an organization has to offer to prospective and current employees.”

• “Focus on the human element, whereby employee needs are prioritized over the needs of the organization, creating an environment that is desirable, attractive and welcoming.”

• Through 2026, I&O organizations that fail to meet the nonmonetary needs of employees will experience a 30% to 40% increased attrition rate among staff compared with 2020-2021 levels.

• “Work with HR leadership to address I&O talent attraction and retention. Together with HR reevaluate traditional management approaches, their relevance today, and what impact they have on employees.”