In this era of continuous disruption, any corporation can go from relevant to irrelevant—as well as from irrelevant to relevant—faster than at any other time in history. The COVID-19 pandemic has only exacerbated the situation.
With that in mind, the Institute for Corporate Productivity (i4cp) interviewed dozens of CEOs and directors of public boards to ascertain the human capital data and information they find most valuable in executing their roles and to gain their perspectives on how companies should leverage workforce and culture metrics in the future in order to better govern.
Collectively, their concerns focused on risk and readiness related to executing their evolving business strategies, as well as capitalizing on market opportunities. That’s nothing new.
What is new is their emphasis on organizational culture and capability as critical components of the business value equation, as well as the metrics, insights, and strategies that will help illuminate and optimize both.
In this forward-looking session, i4cp’s Chief Research Officer Kevin Martin will explore this new corporate currency—a composite of purpose, culture, and brand—and what it means for HR leaders. He’ll be joined by a panel of Toronto-based HR executives who will share their experiences, and what they are doing to measure, monitor, and manage their corporate currency.