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THE CORPORATE LATTICE™ ORGANIZATION

by Cathy Benko and Molly Anderson
Harvard Business Press
August, 2010

The corporate ladder has been the enduring standard for success since organizational hierarchy was invented. But organizations aren't what they used to be--and neither is the workforce.

The past decade has brought a profound shift to American workers and the organizations that employ them. Fewer than one in five families fits the traditional structure on which the ladder model is built. Organizations are flatter. Technology and globalization have transformed the nature of work. Sixty percent of new jobs will require skills that only 20 percent of workers possess.

In today's world, lifetime employment is a thing of the past--people now cycle through an average of more than 10 jobs. Employees are more diverse in just about every dimension: Older workers are relaxing more traditional attitudes at the same time younger generations are bringing less conventional expectations to work. For the first time in history, women comprise half of the U.S. workforce--and 40 percent of these women are primary wage earners--blurring gender roles in the process.

These seismic changes are cumulating, leaving companies of all sizes struggling to meet the challenges of a decidedly different workforce and workplace. Those that continue to do so within the confines of the corporate ladder model will fall behind those who adapt to the changing world of work.

The emerging corporate lattice model offers leaders a strategic approach to making the most of these changes by:

• Challenging traditional models that pit high performance and career-life fit as opposing forces
• Recognizing that there are multiple models of engagement: different things motivate different people to deliver extraordinary performance
• Providing a cost-effective, scalable method to deliver more personalized--and thereby more satisfying--work experiences

Tailored growth and development opportunities; flexibility in when, where, and how work gets done; and highly collaborative and transparent cultures--these are among the defining characteristics of a lattice organization. Together they deliver what today's organizations and their talent are looking for--a high-performance culture with a sustainable career-life fit.

Top Deloitte executives introduced the corporate lattice in the 2007 bestseller Mass Career Customization™, a groundbreaking book that provided a new framework for developing talent and building careers. In The Corporate Lattice, Chief Talent Officer Cathleen Benko and Director of Talent Molly Anderson take the next step by addressing the broader corporate landscape. This incisive work examines how companies are attracting and retaining top talent and achieving growth and profitability by customizing their work experiences.

Recent research indicates that as much as 85 percent of a company's assets are now "intangible"--that is, its talent, knowledge, and brand. No longer a "soft problem," finding a strategic way to engage a new breed of workers is a crucial component of building a world-class organization.

Cathy Benko is vice chairman and chief talent officer for Deloitte LLP, leading the delivery of Deloitte's signature talent experience to its highly skilled and diverse workforce of 45,000. She is one of the foremost authorities on talent strategies and transformational change to achieve exceptional results. She reports directly to Deloitte's CEO and is a member of the firm's highest-level management committee. Previously, she served as Deloitte Consulting's global e-business leader and subsequently led the high-technology industry sector as well as the organization's award-winning Women's Initiative.

Cathy is a respected and accomplished advisor. She has been named a "Frontline Leader" by Consulting magazine and is the recipient of its inaugural Leadership Achievement Award for Women Leaders, among other distinctions. In addition to the bestselling Mass Career Customization: Aligning the Workplace with Today's Nontraditional Workforce (Harvard Business Press, 2007), Cathy co-authored Connecting the Dots: Aligning Projects with Objectives in Unpredictable Times (Harvard Business Press, 2003) and has written numerous articles and thought leadership pieces.

Molly Anderson is director of talent for Deloitte Services LP, specializing in innovative strategies to engage today's workforce. She designed and led the implementation of mass career customization within Deloitte and served as operations director for its highly acclaimed Women's Initiative. Molly is an expert on organizational effectiveness, large-scale change, human resources strategy and learning and development.

Book Jacket (pdf 840k)

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