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2016 BUSINESS CASE COMPETITION

Sponsored by Exxon Mobil Corporation

2016 BUSINESS CASE COMPETITION

Sponsored by Exxon Mobil Corporation

THE CASE CONTEXT AND PERSPECTIVE

The global business landscape is volatile, uncertain, complex and ambiguous (VUCA) and
requires that companies develop strategies to mitigate constant market shift and risk. This type
of landscape presents a challenge when bringing in fresh talent as new markets and priorities
often require different capabilities. Results from a 2015 Deloitte University Press Study1 suggest
that 87% of companies rate retention, engagement, and culture as an important imperative
and 50% rate it urgent.
Global corporations increasingly face the challenge of developing innovative strategies
and capabilities to effectively manage their workforce. It becomes imperative that these
companies have a robust and very clear talent management plan to meet the
expectations of shareholders and to effectively compete in a global market. In light of
this, workforce development is proving to be a promising arena for creativity and innovation.
This years Business Case Competition seeks answers as to how global corporations can better
position their talent management plan to remain competitive, drive results, increase employee
engagement, and facilitate innovation and productivity.

BACKGROUND AND INSIGHTS

A recent Harvard Business Review2 article reveals that five generations are active in the
workforce. Nearly one third of the current domestic workforce is over the age of 50 and is
expected to retire soon, according to the Pew Research Center3.
In the 18th Annual Global CEO Survey conducted by PwC4, 71% of business leaders were actively
seeking talent in different geographies and industries. In addition, insights from a McKinseys
research study5 show that gender-diverse companies are 15% more likely to outperform their
peers and ethnically-diverse companies are 35% more likely to do the same. The CEOs recognize
that workforce development is filled with challenges and complexities that can easily cause
plans to exceed their scope, budget and timeline. They are concerned that the lack of a strong
talent pipeline threatens their organizations growth prospects.
A Deloitte Global Human Capital Trends (2013)6 report indicates that boards are becoming
increasingly interested in corporations talent strategies. Deloittes study7 shows that corporate
boards understand that developing business strategy without taking into consideration the
talent dimensions will impact their business plans.
This reinforces the need for corporations to restructure the way employees engage and learn as
well as the tools and activities they use to match the complexity, different styles, preferences,
and expectations of their workforce.
To remain competitive and foster a productive workforce, management teams must develop a
comprehensive talent management strategy to develop a premier workforce in the 21st century.

continued

CASE PARAMETERS AND DELIVERABLES

Your team is challenged to research, develop and present an innovative and comprehensive
case based on the following case parameters:
P
 lan and design a comprehensive talent management strategy for the Acme
Company with a sharp focus on innovation to develop a premier workforce
in the 21st century.
T
 he framework of your case must reflect a strategic approach that considers
the development and growth of the companys talent as vital to its overall
productivity, ongoing success, and ability to innovate in the 21st century.
It is critical that your solution is an end-to-end strategy to include onboarding
talent, developing talent and include building an inclusive environment
(Diversity and Inclusion).
T
 he solution should also include a development strategy, implementation
tactics, strong financial analysis, and key measurable metrics.

REFERENCES
Deloitte (2015). Global Human Capital Trends. Leading in the New World of Work. Deloitte University Press
Harvard Business Review (2015). 7 Ways to Improve Employee Development Programs
https://hbr.org/2015/07/7-ways-to-improve-employee-development-programs
3
Pew Research Center (2015). Millennials Surpass Gen Xers as the Largest Generation in U.S. Labor Force
4
PwC (2015). 18th Annual Global CEO Survey
5 
McKinsey & Company (2015). Why Diversity Matters
http://www.mckinsey.com/insights/organization/why_diversity_matters
6 
Deloitte (2013). Resetting Horizons: Global Human Capital Trends. How Boards are Changing the HR Game
http://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/dttl-humancapital-trends2-boards-no-exp.pdf
7 
Deloitte (2013). Resetting Horizons: Global Human Capital Trends. How Boards are Changing the HR Game
http://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/dttl-humancapital-trends2-boards-no-exp.pdf
1 

2 

For questions or more information, please contact: Jennifer Vasquez (t) 703-706-5268 (e) jvasquez@elcinfo.com

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