corporate talent, leadership, and hr predictions for...

1

Corporate Talent, Leadership, and HR

Predictions for 2013

Josh Bersin Principal and Founder

Bersin by Deloitte/Deloitte Consulting LLP

2 2

Membership Reach and Range

More than 19 million employees globally

covered by Bersin research

60% of Fortune 100 now Bersin members

Bersin is the only research firm which

covers all areas of HR, recruiting, talent

management, HR technology, and

leadership

BersinInsights® Platform delivers

personalized experience to all users at all

levels, from HR generalist to CHRO 2006 2007 2008 2009 2010 2011 2012

An

nu

al

Mem

bers

hip

Bo

okin

gs

Bersin Membership Growth 43% CAGR over 5 Years

3 3

Bersin by Deloitte Practices

Learning &

Development

Organization &

Governance

L&D

Benchmarking*

Content

Development

Informal

Learning

Learning

Culture*

Learning

Measurement

Performance

Consulting*

Learning

Programs

Learning

Technology

Talent

Management

Competency

Management

Performance

Management

Succession

Management

Talent

Strategy

Workforce

Planning

Career

Management*

Talent

Management

Systems

Leadership

Development

Leadership

Strategy

Leadership

Competencies

Leadership

Dev. Solutions

Executive

Development

HIPO

Development

Leadership

Development

Evaluation

Organization &

Governance

Talent

Acquisition

Employment

Branding*

Sourcing

Prehire

Assessment*

Screening

& Assessing

Hiring &

Onboarding

Talent

Acquisition

Strategy

Talent

Acquisition

Tools &

Technology

Human

Resources

HR Organization

& Governance

HR Planning &

Strategy*

Engagement*

Rewards &

Recognition*

Services &

Programs

HR & Talent

Analytics*

HR Tools &

Technology*

5 5

Bersin Predictions for 2013 Business Leadership, and Talent

1. Agility, globalization, and flattened organizations challenge HR

2. HR transformation creates a New Model for HR

3. Global leadership and bench strength as top priority

4. Globalization of talent practices become key to success

5. Capability development and continuous learning replace focus on informal learning

6. Specialization and career development take front stage

7. Talent mobility becomes a critical part of talent management

HR Technology, Tools, and Markets 8. Talent management platforms commoditize as HRMS convergence takes hold

9. Analytics, Big Data, and Workforce Planning become focus areas

10. Mobile HR application support rises to critical need

11. Social tools and behaviors change HR practices

HR Organization, Strategy, and Leadership 12. Engagement and Diversity become part of Talent Management

13. Structure of HR and role of Business Partner change

14. Re-skilling of HR takes on high priority

15. “Bold,” business driven CHROs take the lead

6 6

Agenda

2013: A Nexus for Change

Emergence of Agile Management

Global Leadership and Globally Local strategies

Capability Development and New L&D models

Talent Mobility and Career Development

Engagement, Diversity ,Recognition

HR Technology Strategies

Re-thinking HR and the role of the Bold CHRO

7 7

Today’s Global Talent Challenges

“We have entered a global economy

where talent and skills shortages

challenge world economic and

business growth around the world.” - Klaus Schwab, Chairman, World Economic

Forum

Despite the high unemployment rates in

many countries, more than 65% of

global leaders cite “talent and leadership

shortages” as their #1 business

challenge.

- Bersin & Associates

TalentTrends®, Fall 2012

8 8

2013: A Nexus of Change

nexus (Noun)

A connection or series of connections

linking two or more things.

A connected group or series:

"a nexus of ideas".

9 9

A Nexus of Talent Challenges

Agile Management

& Leadership Models

A New Generation of HR Practices

and New Type of HR Organization

New Technology

Social Tools, Analytics

Need for Improved HR skills and

capabilities.

Business

Speed and Scale

Disruptive

Competition

1

Shift toward

Emerging

Markets

2

Borderless

Workplace

Team Model

of Work

3

Specialization

Contingent Work

New Job &

Career Models

4

21st Century

Models of

Leadership

5

Competition

for Talent

Social Sourcing

& Recruiting

6

10 10

Agenda









11 11

2013: Agile Model of Management

Employee

Mentor Peer

Partner

Candidate

Customer

W O R K P L A C E

Specialized

Diverse

Performance-Driven

Team-Oriented

New Models for Work

W O R K F O R C E

Young

Connected

Global

Mobile

New Models for Career

Manager

T H E AG I L E E N T E R P R I S E

Highly Connected Virtual Teams

Collaboration to Meet Customer Needs Rapidly

Using Data to Make Decisions

New Models for Management

12 12

New Rules and Roles for HR

Traditional Management Focus on Control & Alignment

Creates: Execution, Order, Control

HR’s Job: Implement controls, standards, and

systems to drive alignment & execution

Agile Management Focus on Speed & Customers

Creates: Adaptability, Innovation, Speed

HR’s Job: Implement programs, systems,

strategies, which foster expertise,

collaboration, and decision-making

13 13

The “New” HR Organization Where HR Transformation is Taking us in 2013

Administration

Payroll

Regulation

Back Office Function

Personnel

Department

Control

Strategic

HR Recruiting, L&D, Org Design

Total Rewards

Service Center, COE

HR Business Partner

Serve Staff

Automate

Integrated Talent

Management Management, Succession,

Leadership, Coaching,

Integrated Processes

Talent Management

Enable Decisions

and Management

Business-Driven

HR

Differentiate & Segment Talent

Plan for Future,

Globally integrated decision-making

Integrate d with the Business

Drive the Business

Strategy

Plan for the Future

Stay Tuned for

New Research in April at

IMPACT 2013

14 14

Low Preparedness

Low Importance

Low Preparedness

High Importance

High Preparedness

Low Importance

High Preparedness

High Importance

Handling Retirements

Managing Contingent Workforce

Analyzing Job Requirements

Developing Job Profiles

Manager Interview Skills

Employee Referral Programs

Internal Peer Networking

External Peer Networking

PM Process

Manager Capabilities to Drive Employee Performance

Understanding Global Culture

Diversity and Inclusion

Wellness Programs

Retaining Key Employees

Meeting Multigenerational Needs

Redefining HR Roles

Upgrading HR / Talent Systems

Blending Social into HR Programs

Global HR Service Model

Localizing HR Service Model

Global Awareness and Fluency

Talent Mobility Across Regions

Sourcing Talent in Emerging Markets

Global Business Acumen

Top Talent Priorities for 2013 P

rep

are

dn

es

s

Importance

Low Importance

Low Preparedness

High Importance

High Preparedness

Low Importance

High Preparedness

High Importance

Low Preparedness

15 15

Low Preparedness

Low Importance

Low Preparedness

High Importance

High Preparedness

Low Importance

High Preparedness

High Importance

Identifying Talent Gaps

Filling Talent Gaps

Forecasting Future Talent Needs

Culture of Internal Mobility

Handling Retirements

Managing Contingent Workforce

Analyzing Job Requirements

Developing Job Profiles

Manager Interview Skills

Employee Referral Programs

Internal Peer Networking

External Peer Networking

Leadership Bench Strength

PM Process

Manager Capabilities to Drive Employee Performance

Manager Capabilities to Develop Employees Building a High Impact

Learning Organization

Deep Specialization

Promoting Career Development

Understanding Global Culture

Diversity & Inclusion

Wellness Programs

Retaining Key Employees

Meeting Multigenerational

Needs

Workforce Planning

Redefining HR Roles

Leveraging HR Metrics

Blending Social into HR Programs

Global HR Service Model

Localizing HR Service Model

Global Awareness and Fluency

Talent Mobility Across Regions

Sourcing Talent in Emerging Markets

Global Business Acumen

Top Talent Priorities for 2013 P

rep

are

dn

es

s

Importance

Low Importance

Low Preparedness

High Importance

High Preparedness

Low Importance

High Preparedness

High Importance

Low Preparedness

2013 Critical

Focus Areas

16 16

Education is Out of Step

Educator and employer disconnect

- 72% of Educators believe students are

prepared for work

- Only 42% of Employers believe students are

prepared for work

Lack of education causes entry level

job vacancies

- 45% of employers do not believe entry level

college grads are “ready” for work

Cost of education skyrocketing

- 18% increase in last 3 years

- 31% of students avoid education because of

high cost, 48% in US

- Only half of youth believe college improved

their educational opportunities

17 17

Today’s Workforce has Changed

1980 1990 2000 2013

18 18

Agenda









19 19

New Models:

Creativity, not planning

Quick decision-making

Getting closer to customers

Globalization, diversity

Continuous change

Manage unexpectedness

Agility, not control

21st Century Leadership Models

Manufacturing

High Tech

Insurance

Professional

Services

20 20

Global Leadership

Significant differences in the

“competencies that matter” by

country

Impact:

- Identify and develop for local

needs

- Develop leaders locally wherever

possible

- Build organizational awareness of

different styles and needs

21 21

Global Leadership: Execution

22 22

Agile Leadership

Agile leaders are experts (Steve Jobs)

They are hands-on managers (Jeff Bezos)

They serve as a coach

They reside at all levels of the organization

Leaders have global cultural awareness

and must vary style by country

Leaders inspire passion

Myth: Leadership is for the chosen few.

Reality: Leaders are at all levels.

Competitive

Edge

Influence

Strategic

Direction

Performance

Drive

Talent

Development

Inspirational

Leadership

23 23

Deloitte Research-Based Leadership Solutions

Intro

Run through the activities

including start/finish times

Opportunity to ask

questions

Assessment

Structured holistic interview (biography +

in-depth exploration of leadership skills

and capabilities)

Business “Know-How” exercise

Online psychometrics

NEO-PR GMA-A

Hogan DS Consequences

Debrief

Run through the activities

including start/finish times

Opportunity to ask

questions

Individual Report

Narrative of strengths and

development areas

Map of capabilities and potential

against framework

Aggregate Report

Benchmarked view of pipeline against

leadership framework

Development “hot spots” to inform

investments

Assessment Day

Outputs

Source: Kaisen Consulting Ltd., www.kaisen.co.uk

Stay Tuned for


IMPACT 2013

http://www.kaisen.co.uk/

24 24

Agenda









25 25

Specialization: War for Skills

Expertise drives competitive

advantage

Specialization improves

quality and reduces cost

Shelf-life of skills is shrinking

Deep skills are developed

through “deliberate practice”

and reinforcement

Lattice-like career

development builds such skills

Individuals with deep skills can

easily leave to another

position or contingent work

Back Office, Operational, Contingent Employees

Functional Specialists / Front-Line Employees

Top

Management

Senior

Management

Middle

Management

Senior Specialists First Line

Management

The

Experts

© Bersin Career Development Model

26 26

Continuous Learning Expert

Novice

Time

The Continuous Learning Model

Traditional Training

Training

Event Job

Aids

E-learning

courses

Coaching

Mentoring

Social

Networking

Career

Curriculum

Communities

of Practice

Mobile

Learning

© Bersin by Deloitte

27 27

Level 1: Incidental Training Source of Ad-hoc Job Support | Mentoring & Apprenticeship | Emerging Need for Professional Training | SME Focused

Level 2: Training & Development Excellence Source of Designed Instruction | Evolving Governance & Operations

Improving L&D Core Processes | Program Focused

Level 3: Talent & Performance Improvement Source of Talent Development & Performance. Consulting | Integrated with HR/TM

Improving Alignment | Process & Tech Focus

Level 4: Organizational Capability Source of Business Performance Capability & Learning Agility

Executive Driven | Cultural & Systemic Focus

From T&D to Capability Development High-Impact Learning Organization® Maturity Model

Administration,

Tracking,

Virtual classroom

Corporate LMS

Enterprise

Administration

Integration with

Talent Strategies

Learning

Culture,

Expertise Sharing

29 29

Key L&D Strategies for 2013

More centralized strategy with

federated implementation

Build a corporate learning

architecture, standardized

technology platforms

Invest in new L&D skills

- Social, mobile, gaming

- Expertise sharing

- Learning culture

- Audience analysis

- Analytics

30 30

The Learning Architecture Connecting the Dots, Defining the Tool Box

31 31

Example Learning Architecture Major Technology Firm

32 32

Audience Analysis Now a critical dimension of high-impact

Only 14% of L&D organizations tell

us they have a comprehensive

understanding of their audiences

HILO organizations are 3X more

likely to understand their audience

well (Bersin HILO 2012)

Audience analysis has become a

critical success factor in capability

development

Analysis must be shared with central

L&D team and local L&D consultants

(ie. personas)

Audience Analysis

“Personas”

Demographics

Culture, Geography

Language

Knowledge, Skills

Learning Styles

Technology Acumen

Available Attention

Work Environment

Available Networks

Learning Culture

33 33

What Drives Real Learning?

Great Corporate

University

Strong CLO and

Alignment

Excellent

L&D Skills

Use of rich media

and social tools

Excellent Training

and E-Learning

Innovative

program design

Have we created an organization

which truly has a culture to learn?

Does leadership

reinforce the need

to learn?

Are decision-

making processes

clear?

Do people share

information

openly?

Do people feel

empowered to

point out errors?

Do we listen

to customers

openly?

Do we take

the time to

reflect?

Do people

move around

and take risks?

Is expertise

rewarded and

valued?

34 34

The High Impact Learning Culture “Top 10 Practices”

Practice Category

Relative Impact on

Business Outcomes

1 Leaders are open to “bad news.” Empowering Employees Very High

2 Asking questions is encouraged. Empowering Employees Very High

3 Decision-making processes are clearly defined

throughout the company. Empowering Employees Very High

4

Employees are frequently given tasks of projects

beyond their current knowledge or skills level in

order to stretch them departmentally.

Formalizing Learning as

Process Very High

5 Employees in my organization have influence over

which job tasks are assigned to them. Empowering Employees Very High

6 The organization values and rewards employees who

learn new knowledge and skills.

Demonstrating

Learning’s Value High

7

The organization values mistakes and failures as

learning opportunities, and provides structured

opportunities for reflection.

Encouraging Reflection High

8 The organization believes that learning new

knowledge and skills is a valuable use of time.

Demonstrating


9

Employees generally believe the learning and/or

developmental opportunities offered by the

organization to be of high value.

Demonstrating


10 Employees in my organization take active

responsibility for their own personal development.

Demonstrating


35 35

Agenda









36 36


Top

Management

Senior Management

First Line Management

Need for Talent Mobility

SMEs

(Consultants)

Senior Specialists


Middle Management

37 37


Top

Management

Senior Management

First Line Management

Implementing Talent Mobility

SMEs

(Consultants)

Senior Specialists


Middle Management

Top

Management

Contract

Hire

Job

Intern

Developmental

Assignment

Lateral

Promotion

Stretch

Assignment

External

Assignment Upward

Promotion Lateral

Assignment New

Assignment

Part Time

Loan

New

Candidate

New

Leader

Exec

Succession

38 38

Managing Talent Mobility

DESIRED

COMPETENCIES

(KNOWLEDGE,

BEHAVIOR,

SKILLS)

OPEN POSITIONS

&

OPPORTUNITIES

INDIVIDUAL

NEEDS / DESIRES

INDIVIDUAL

DEVELOPMENT

PLAN (IDP)

VISION

STRATEGIC

INITIATIVES

DESIRED

BUSINESS

OUTCOMES

VALUES

MISSION

ORGANIZATION

NEEDS

MOBILITY

STRENGTHS

DEVELOPMENT

NEEDS

CAREER

ASPIRATIONS

ANNUAL

GOALS

Succession

Management

Coaching

Assessment

Organizational

Planning /

Restructuring

Performance

Management

Individual

Development

Plan (IDP)

Career

Management

39

Career Development Models

% I

mp

rovem

en

t

in b

usin

ess i

mp

act

“Manage your

Own Career”

Functional Career

Development

Strategy An Open, Social

Market for

Career

Relative Business Impact

40 40

Entire Organization Must Contribute to

World-Class Career Management

• Identify

Career

Goals

• Maintain Profiles

• Demonstrate

Values

• Socialize

Interests

• Create Internal

Network

• Share Expertise

Employee

• Define Job

Profiles

• Provide Coaching

• Assess Potential

• Identify

Development

Opportunities

• Provide Candid

Feedback

• Share Talent

Openly

Manager

• Provides Tools &

Resources

• Develop Career

Models

• Facilitate

Process

• Offer Career

Coaching

• Career

Development

Training

• Integrate with

Talent Mgmt

HR

• Infrastructure –

Process,

Technology,

People

• Create Culture of

Mobility

• Communicate

Expectations

• Create

Transparent

Marketplace

Company

Stay Tuned for


IMPACT 2013

41 41

Agenda









42 42

Young, Diverse Workforce ….

“By 2013, 47% of employees will be those born after 1977. -- US Census Bureau

In 2012, 32% of employees are “planning on leaving”

their employers, vs. 19% two years ago

Only 55% of employees believe their employer is a sound

“long term” place to work vs. 65% over last three years.

People under the age of 35 are twice as likely to be looking

for new work as older workers.

- Mercer October 2011, Towers Watson July 2012

Has Created Challenges in Engagement

43 43

Rethinking Diversity & Engagement Diversity and Inclusion is part of Talent Management

Diversity &

Inclusion

Work-Life

Balance

Engagement

Recognition Career

Development

Company Culture, Values, and Mission

Performance

44 44

Global Oil Services Company

Diversity

Makes

Business

Sense

45 45

Why Recognition Works Maslow’s Hierarchy of Leads

Esteem

(importance, recognition, respect)

Love/Belonging

(social, love, family, team)

Safety

(economic and physical security)

Survival

(food, water, sleep)

Self Actualization (challenge, opportunity, learning, creativity)

#1 reason people

leave is because of

lack of recognition

at work

Compensation

& Benefits

Modern

Recognition

Career ,

Development

Opportunities

46 46

Recognition Drives Retention

31%

Reduction in

voluntary

turnover!

Source: Bersin & Associates Recognition Survey for HR Practitioners, January 2012, n = 573.

47 47

Agenda







HR Technology and BigData


48 48

HR Evolution: Technologies M

AR

KE

T G

RO

WT

H -

A

DO

PT

IO

N

T I M E

Recruiting, L&D, Org

Design

Total Rewards

Service Center, COE

HR Business Partner

Serve the Workforce

& Automate

Administration

Payroll

Regulation

Back-Office Function

Compliance

Personnel

Development

Strategic HR

Integrated

Talent

Management

Business-

Driven HR

Management Succession

Leadership & Coaching

Integrated Processes &

Systems

Talent Management

Enable Decisions &

Management

Differentiate & Segment

Talent

Plan for the Future

Globalize the Workforce

& HR

Integrate with the Business

Drive the Business Strategy

Plan for the Future

Back Office

on-premise ERP

Payroll Systems

Standalone SaaS

Talent Management:

Performance,

Learning, Recruiting,

Compensation

1. Integrated

2. Cloud-Based

3. Systems of

Engagement

4. Mobile

49 49

Benefits &

Compensation

Hiring

Recruiting E-Learning

Performance

Talent

Integrated TM

Solutions

Social

Work

Brief History of HR Systems M

AR

KE

T G

RO

WT

H -

A

DO

PT

IO

N

2 0 0 0 2 0 1 2 P R O G R E S S I O N O V E R T I M E

Compensation

HRIS

Benefits

Administration

Applicant

Tracking

Recruiting

Sourcing

Learning

Management

Competency

Management

Succession

Management

Performance

Management

Integrated

Talent Mgmt

Integrated

Recruiting

Workforce

Planning

Social

Recognition

Consumer

User Interfaces

Gamification

Analytics

Segmentation

Prediction

Mobile and

Tablet, HTML5

Social

“Everything”

50 50

Top Issues to Consider

1. HRMS Replacement

2. Integrated Talent Platform

3. Find a System of Engagement

4. Modernize the LMS

5. Deploy Mobile Solutions

6. Implement an Analytics Strategy

51 51

Demand for Integration is Increasing:

Are you willing to sacrifice features for an

integrated HR solution?

52 52

Talent Systems Market Dynamics

• 22% Market

Growth in 2012.

• We expect

equivalent or

greater in 2013.

• HRMS

replacement

market

accelerating.

• “Clear winners”

and “clear

losers”

emerging.

Integrated Talent Systems (not payroll or core HRMS)

http://www.bersin.com/TMS

54 54

Analytics and BigData in 2013 The Evolution of Business Analytics in other Functions

The Industrial

Economy

The Financial

Economy

The Customer

Economy and Web

The Talent

Economy

Early 1900s 1950s-60s 1970s-80s Today

The Waves of

Business Analytics

Steel, Oil, Railroads Conglomerates

Financial Engineering

Customer Segmentation

Personalized Products

Globalization, Demographics

Skills and Leadership Shortages

Logistics and

Supply Chain

analytics

1980s

Financial and

Budget Analytics

Integrated

Supply Chain

Integrated ERP

and Financial

Analytics

Finance & Logistics

Customer

Analytics – CRM

(Data Warehouse)

Customer

Segmentation

Shopping Basket

Web Behavior

Analytics

Predictive

Customer

Behavior - CRM

Customer & Marketing

Recruiting,

Learning,

Performance

Measurement

Integrated

Talent Management

Workforce Planning

Business-driven

Talent analytics

Predictive

Talent Models

HR Analytics

Talent & Leadership

55 55

This Science is Coming to HR

Definition of “Science”:

“Systematic knowledge of the world

gained through observation

and experimentation.”

What is Not Science

Making talent decisions on the basis of

“gut feel,” “beliefs,” or “philosophies.”

56 56

Big Insurance

A $33 billion insurance company has developed a

behavioral assessment based on a set of beliefs held by

the top executives

Top sales people need college degrees from top rated

schools, they should have good grades, and they should

have experience selling high value products.

But the data proves otherwise.

Insurance

Company

57 57

Data Showed Six Things Matter:

The Belief

System

Was Wrong

Within six months

of implementing a

new screening

process

revenues went

up by $4 million

What Did NOT Matter

• Where they went to school

• What grades they had

• The quality of their references

Insurance

Company

58 58

Talent Analytics Maturity Model®

Level 1: Reactive – Operational Reporting Operational reporting for measurement of efficiency and compliance

Data exploration and integration, Development of data dictionary

Level 2: Proactive – Advanced Reporting Operational reporting for benchmarking and decision making

Multi-dimensional analysis and dashboards

Level 3: Strategic Analytics Segmentation, statistical analysis, development of “people models”;

Analysis of dimensions to understand cause and delivery of actionable solutions

Level 4: Predictive Analytics Development of predictive models, scenario planning

Risk analysis and mitigation, integration with strategic planning

<5%

<10%

>20%

>60%

59 59

HR Organizations are Not Ready

What percentage of HR

organizations do you believe

feel have strong skills in data

analysis and interpretation?

6% Rate themselves “High”

56% - “Poor”

Bersin & Associates

High-Impact HR Organization® 2011

and 2010, n=741 organizations

Copyright © 2012 Bersin & Associates. All rights reserved.

2011 - 2012

Advanced Statistics & Social Research Acumen; Engineering Degree;

Customer Research Background; Statistics & Data Mining

Critical Thinking;

Story Telling; Data Visualization;

Ability to see data, and decipher insights

2009 - 2010

Business Acumen; HR, Finance, Economics Degree;

Quantitative Research Design & Analysis

Passion for Data & Analytics; Strong Technical skills

Consulting & Presentation Skills;

Analytical Curiosity; Problem Solving;

Collaborative; Teamwork; Networking Skills

2007 - 2008

Solid Understanding of HR; I/O Psychology Degree;

Employee Research Background;

Qualitative Research Design & Analysis; HRIS; SPSS

Strong Communication & Interpersonal Skills;

Detail Oriented ; Project Management

The Evolution of Data Skills and Competencies Large Retailer

62 62

What kind of HR Team Are You?

Pioneers Innovative Operators

Reactors Defenders

First-to-Market

Leaders

Fast Followers

High

Low High

Low

Utilization

Exp

lora

tio

n

63 63

From HR Generalist to HR Specialists

How do we construct

great buildings?

We have many highly

trained specialists:

Carpenters, plumbers,

electricians, sheet rock

specialists, and architects

Would you ever consider

building a house with a team of

all “general contractors?” or

“handymen?”

No.

Then why do we staff

our HR function with

teams of HR generalists?

64 64

A New Model for HR

Business

Unit A Business

Unit B

Business

Unit C

Strategic and Operational HR Services

Strategy, Technology, Talent Management, Analytics

Highly skilled HR, L&D,

recruiting, leadership,

assessment experts who can

function as ‘”local VPs of HR”

Stay Tuned for


IMPACT 2013

65 65

The Need to Develop HR Skills

“Nearly all the 200 CHRO’s cite ‘talent’

as the top priority of their CEO’s

agenda for HR.”

“But it’s the lack of talent in the

HR function that the CHRO’s said

is the greatest obstacle to achieving

the CEO’s agenda for HR.”

The New HR Organization needs

specialists, not generalists… in a

totally new structure & organization.

67 67

Learn More

Detailed discussion of these

trends, with recent research

and models to help you plan

for 2013

Join our WhatWorks®

membership program for

much more

Join us at IMPACT 2013,

April 22-25, 2013

http://marketing.bersin.com/2013-predictions.html




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