You can't solve new problems – like building organizations that are resilient and daring – with old methods. That's why, in a world of unprecedented challenges and light-speed change, we need to rebuild our organizations atop new principles and processes; actually, we need a new “organizational DNA”, and an updated “management genome”.

Even before the current crisis, changing technologies and new ways of working were disrupting jobs and the skills employees need to do them. In 2017, the McKinsey Global Institute estimated that as many as 375 million workers – or 14 percent of the global workforce – would have to switch occupations or acquire new skills by 2030 because of automation and artificial intelligence.

Although People Analytics has become increasingly mainstream over the past three to four years, many Senior General Managers (SGMs) question how much business value it is really adding.

Although People Analytics has become increasingly mainstream over the past three to four years, many Senior General Managers (SGMs) question how much business value it is really adding.