Latest news with #DeloitteDigital
Forbes
7 days ago
- Business
- Forbes
Influencer Marketing: How AI And Infrastructure Unlock Brand Growth
AI is changing how creator marketing works, from identifying talent to measuring results. But most teams still aren't set up to take full advantage. The reason? Creator marketing lacks the infrastructure other parts of marketing rely on. There's no standard tech stack, no universal system, and much of the work still lives in spreadsheets, decks, or tools brands don't even own. That's a problem. Creator marketing is no longer experimental. According to Deloitte Digital's 2025 State of Social Research, creators now account for nearly a quarter of all social media budgets, more than any other line item. With investments at that scale, brands need a system that works. At the recent event, Digital Entertainment World, leaders from Traackr, Grin, Aspire, Later, and CreatorIQ joined Edelman's Steph Money to explore how AI is closing the infrastructure gap and what brands need to run creator marketing like any other core function of their business. Creator discovery is evolving from instinct to insight. AI is helping teams go beyond manual searches to uncover patterns in content, sentiment, and audience behavior. 'AI can scan performance, content style, sentiment, and audience match, then generate a short list aligned to your goals,' said Olivia McNaughten, Head of Marketing at Grin. 'You might find a creator who performs well, but if they're difficult to work with, that has a cost, too. AI can't see that. Only people can.' AI allows marketers to identify creators with real influence in relevant communities. It enables a more strategic approach to building creator portfolios similar to how media teams optimize media buys. Because AI handles the repetitive work, marketers have more time for what only humans can do: build trust and shape creative ideas. For many brands, creator data lives in too many places or isn't easily accessed. When programs are outsourced or fragmented, data ends up in spreadsheets, PowerPoints, or platforms the brand doesn't control. That makes it hard to track performance or build on what's working. 'You can't build anything sustainable if every campaign starts from zero,' said Taylor Rodriguez, Global VP of Customer Experience at Traackr. 'We talk to teams who have been running creator programs for years, but they can't tell you which partnerships are worth reinvesting in or what moved the needle. Without the right system, all that knowledge disappears.' Jacob Clark, VP of Customer Success at Aspire, added, 'We treat creator relationship data like we would customer data. Centralized, searchable, and actionable. When you build that kind of system, you're not just tracking performance. You're capturing the full history of how a partnership evolves. That helps you see who to reinvest in, what works across markets, and where future opportunities are hiding.' 'With AI layered on top, these insights become even more powerful. The more signals you collect, creator history, engagement, and performance, the more innovative and tailored the strategy becomes,' added Rodriguez. More content is being created than ever before. But more doesn't mean better. AI is helping marketers understand which content is driving real results and why. 'There's going to be a massive amount of content, and that's going to change what performance looks like,' said Bill Stanton, Head of Enterprise Sales at Later. 'Certain thresholds, certain metrics that were important a year ago, might now be watered down or no longer relevant.' He added, 'It's not about more data. It's about getting the right signals to make smarter calls about what's working and worth scaling.' 'You can't just track what went viral,' said Nate Harris, VP of Product Innovation at CreatorIQ. 'You have to understand why it worked and who it worked for. That's what informs your next move.' Harris continued, 'AI helps identify patterns. What kind of content drives action, and for which audiences? That insight is what turns performance data into a strategic advantage.' AI makes performance analysis more than a reporting function. It becomes a feedback loop that helps teams optimize creative, distribution, and targeting with each cycle. As creator budgets increase, so does the pressure to deliver results at scale. AI helps teams move faster, reduce friction, and make decisions with more clarity. 'The goal isn't just automation. It's elevation,' said Steph Money, SVP@Edelman AI 'AI gives marketers the power to scale strategy, not just execution. The real unlock is when creativity and data flow through the same infrastructure. You're not just producing content faster; you're making better decisions at every stage.' When creator discovery, relationship management, and performance are connected, Creator marketing becomes a continuous function like paid media or CRM. 'If we set up the systems the right way, creators get to spend more time making, and brands get to learn faster from what they make,' said Harris. That approach turns creator marketing into a long-term growth engine, not a side project. Creator marketing is evolving, but many brands are stuck in trial-and-error mode. Budgets are growing. Expectations are rising. And AI is accelerating what's possible. But none of that matters without infrastructure. As the speakers from Traackr, Grin, Aspire, Later, and CreatorIQ emphasized, creator marketing lacks what every other discipline has: a dedicated tech stack. That absence makes it harder to learn, measure, and scale. Without structure, even the best creative strategies won't go far. The brands that succeed won't be the ones with the most content. They'll be the ones with a clear system and the ability to make that system smarter with every campaign
Forbes
30-04-2025
- Business
- Forbes
Gen Z And The Empathy Expectation: What Workplace Leaders Need To Know
Few things can get senior leaders worked up more than talking about Gen-Z. The stereotypes abound: They are lazy, entitled and demand constant validation and empathy. Is Gen Z really that selfish and demanding—or do they perhaps have different encoding and context around their expectations of empathy for colleagues and leaders? A Deloitte Digital study clearly shows the expectation divide. In the study, Gen Z ranks empathy as the second most important trait in a boss, while leaders placed it a distant fifth. Anna Liotta, the author of Unlocking Generational CODES, speaks and consults with companies to navigate generational conflicts. Working with thousands of Gen-Z leaders and employees across organizations, her research has found that Gen-Z is fiercely values-driven, deeply resourceful and highly sensitive to hypocrisy. They are not afraid of hard work; they just refuse to burn out for a system that doesn't seem to care about them. It's not disrespect, as some have perceived. "The truth is they crave human-centered, transparent leadership, but they won't stick around for performative empathy or outdated hierarchies,' Liotta wrote in an email interview. "Strongly and differently, Gen Z's empathy often shows up as systemic compassion rather than traditional emotional caretaking, 'Liotta continued. "They deeply feel the ripple effects of injustice, inequity, and trauma in ways older generations may have been conditioned to ignore.' Liotta also points out that this generation has grown up digitally, which sometimes limits in-person social skill development. 'It's not a lack of empathy, 'she says, 'it's a different calibration.' Here's what savvy leaders need to know about navigating and managing Gen-Z employees to tap into the talents of this unique generation. Clarity Is Everything Many forget that Gen-Z do not have a shared history of common experience with their seasoned leaders. Those in high school and college around the pandemic had very different academic and workplace experiences from previous generations. Jonni Ressler, CEO and founder of Eleven 11 solutions, manages Gen-Z consultants, and is also raising two Gen-Z children. She shares in a video interview that we must remember they came up very isolated. They didn't get what she calls the 'osmosis' training of watching their workmates to see how things are done: how we dress, where we go to lunch, how we talk here. "When we say things like 'Bring your whole self to work' be careful,' Ressler says, 'What does that mean? Gen-Z echoes this desire for clarity. Isaiah Phillips, a business development manager for a larger healthcare organization, wrote in an email, 'I believe our generation needs more clear, defined expectations for organizational progression.' He mentioned that a handful of industries have defined targets for promotions, wage increases and more, but this is not consistent. 'Outside of sales organizations, many individuals may jump from job to job when maybe they were a few months away from a promotion, but they walked away because they were unaware.' Lead Gen-Z By Example Gen-Z craves leaders who showcase their knowledge through constant coaching and view mistakes as opportunities to learn. "One of the things I highly value in a leader is authenticity,' Harman Kaler, a franchise performance manager at a Canadian fast food chain, shared over email. 'Taking accountability, openly communicating, sharing both positive and constructive feedback, and fostering a healthy environment that encourages you to step out of your comfort zone to grow as a professional all ladder into being authentic.' Liotta's research supports this. 'They want leadership to be human, not heroic. Not flawless, but authentic. ' Mentorship Matters Investing in employees rather than mere cogs in a wheel is especially important to Gen-Z, and top performers will seek out companies who do so. Kaelie Randolph, a legal assistant for a statewide pro bono association, adores her boss as the definition of an empathetic leader. In an email, she shared that her boss is constantly advocating for her when others try to step on Randolph's boundaries. "She views me as an individual with my own career path, recommending various programs and trainings so I can continue to grow.' Focus On Mission And Purpose "My generation is more connected to their personal mission and personal/professional aspirations,' wrote Phillips. He states they are less willing to be content somewhere they are not happy, unfulfilled or don't feel valued, even if they are compensated well. Liotta shared her firm's SHA Pulse Surveys found the No. 1 factor tied to Gen-Z engagement and retention is 'I feel seen and heard by my leaders." Several Gen-Zers supported this finding. Randolph wrote about her highly empathetic boss, "She makes me feel like a valued employee every day. She encourages me to pitch new ideas, trusts me to handle important tasks, and manage my own workload without her sitting over my shoulder.' Audrey Redell, a 25-year-old marketing operations specialist for a tech company, wrote in an email that her manager balances empathy and performance very well, by checking in on how she's doing personally, not just tasks and deadlines. 'At the same time, she's committed to helping me grow by providing constructive feedback and encouraging me to push my limits in a supportive manner.' 'Trust Me. Seriously.' Like many in the workplace, regardless of generation, Gen-Z simply wants to be treated with respect. This respect shows up as flexibility and autonomy. Phillips stated that as a remote employee who travels 50% of the time, he and his superiors have an understanding around flexible schedules. He can go to a funeral if needed or take a half-day Friday after a very busy week. "But during the busy week, you perform and are never 'off' because you're at home.' "We need leaders who create a culture of openness and flexibility without judgment,' wrote Sam Bryant-Nichols, a dual enrollment student attending both community college and high-school classes. Surveillance is out. Check-ins are in. Bryant-Nchols states that simple dialogue changes, such as "How's everything going?' rather than 'Why isn't this done?' show you value your employees as people, not just workers. 'It looks like a mentor, not just a shift-leader.' Gen-Z's Efficiency Does Not Equal Laziness As a group, Gen-Z often tries to find the most efficient solution to a problem, and this can lead managers to think they are trying to cut corners. On the contrary, Ressler has found that while they may question just about everything, they are extremely innovative. 'They are very willing to look at a thorny problem. They have ideas and ways of approaching problems that have maybe been done the same way for twenty years,' she wrote. And with that creative thinking comes questioning everything and rationalizing why things are done the way they are done. 'They want to understand where the rules come from,' she wrote. 'I think it's a feeling that everything's malleable and everything's up for debate, including their hours, what they wear, how they talk, where they work.' Harnessing The Potential Of The Gen-Z Workforce Gen-Z is transforming workplace culture and it benefits us all. They are showing us how to show up with boundaries and demand respect. And forcing companies to create mutually beneficial career relationships where both employer and employee can thrive. As Randolph wrote about her entire generation, 'Empathy can absolutely go a long way toward building our trust and loyalty with the employer.' So leaders must decide if they want to keep complaining about the way things used to be or adapt with empathy and harness the potential of this unique generation.
Yahoo
25-03-2025
- Business
- Yahoo
NICE Announces Strategic Alliance with Deloitte Digital to Enhance Customer Experience Workflows Through AI and Automation
New alliance allows Deloitte Digital and NICE to elevate customer service automation through predictive and personalized interactions HOBOKEN, N.J., March 25, 2025--(BUSINESS WIRE)--NICE (Nasdaq: NICE) and Deloitte Digital today announced an alliance developed to transform customer service by offering end-to-end AI and service automation. This collaboration is geared towards making customer service a distinctive feature of organizations by redefined AI-powered enhancements. As businesses continue to recognize how critical each touchpoint for a customer is, the need for an intuitive and simple technologically focused customer service platform is more evident than ever. Deloitte Digital and NICE each offer revamped solutions, fueled by AI that takes on the growing challenge of transforming their current setup. These solutions are designed to boost productivity and create more personalized and proactive interactions. "Our clients understand the need to refresh their customer service in an age of increased technology transformation due to the business potential it unlocks," said Stephanie Arnette, Ecosystems & Alliances leader, Deloitte Digital, and principal, Deloitte Consulting LLP. "This collaboration with NICE showcases the commitment we are making to help clients improve their customer experience with cost-effective solutions. In turn, our collaboration will allow our clients to develop more meaningful interactions each step of the way with their customers." Equipped with brand-specific guardrails, NICE offers its CXone Mpower platform, which is powered by AI and manages complex operations with enhanced precision and scale. This grants businesses the ability to control the design and build of their customer service workflow. "Implementing an automated customer service model is crucial in today's fast-paced environment, as it allows businesses to provide timely and efficient support to their customers," said Barry Cooper, President of the CX Division, NICE. "In addition to advanced technology, it requires a strategic approach that factors in the needs of your customers. Teaming up with Deloitte Digital highlights our focus to help ensure a seamless and personalized customer service experience." Through this alliance, Deloitte Digital and NICE formalize their collaboration to help clients transform their customer service experience with Deloitte's deep industry knowledge applied to NICE's broad product portfolio and technological capabilities, from strategy, "hands-on" implementation, to daily operation of their solution stack. About Deloitte Deloitte provides industry-leading audit, consulting, tax and advisory services to many of the world's most admired brands, including nearly 90% of the Fortune 500® and more than 8,500 U.S.-based private companies. At Deloitte, we strive to live our purpose of making an impact that matters by creating trust and confidence in a more equitable society. We leverage our unique blend of business acumen, command of technology, and strategic technology alliances to advise our clients across industries as they build their future. Deloitte is proud to be part of the largest global professional services network serving our clients in the markets that are most important to them. Bringing more than 175 years of service, our network of member firms spans more than 150 countries and territories. Learn how Deloitte's approximately 460,000 people worldwide connect for impact at About NICE With NICE (Nasdaq: NICE), it's never been easier for organizations of all sizes around the globe to create extraordinary customer experiences while meeting key business metrics. Featuring the world's #1 cloud native customer experience platform, CXone, NICE is a worldwide leader in AI-powered self-service and agent-assisted CX software for the contact center – and beyond. Over 25,000 organizations in more than 150 countries, including over 85 of the Fortune 100 companies, partner with NICE to transform - and elevate - every customer interaction. Trademark Note: NICE and the NICE logo are trademarks or registered trademarks of NICE Ltd. All other marks are trademarks of their respective owners. For a full list of NICE's marks, please see: Forward-Looking Statements This press release contains forward-looking statements as that term is defined in the Private Securities Litigation Reform Act of 1995. Such forward-looking statements, including the statements by Mr. Cooper, are based on the current beliefs, expectations and assumptions of the management of NICE Ltd. (the "Company"). In some cases, such forward-looking statements can be identified by terms such as "believe," "expect," "seek," "may," "will," "intend," "should," "project," "anticipate," "plan," "estimate," or similar words. Forward-looking statements are subject to a number of risks and uncertainties that could cause the actual results or performance of the Company to differ materially from those described herein, including but not limited to the impact of changes in economic and business conditions; competition; successful execution of the Company's growth strategy; success and growth of the Company's cloud Software-as-a-Service business; changes in technology and market requirements; decline in demand for the Company's products; inability to timely develop and introduce new technologies, products and applications; difficulties in making additional acquisitions or difficulties or delays in absorbing and integrating acquired operations, products, technologies and personnel; loss of market share; an inability to maintain certain marketing and distribution arrangements; the Company's dependency on third-party cloud computing platform providers, hosting facilities and service partners; cyber security attacks or other security breaches against the Company; privacy concerns; changes in currency exchange rates and interest rates, the effects of additional tax liabilities resulting from our global operations, the effect of unexpected events or geo-political conditions, such as the impact of conflicts in the Middle East that may disrupt our business and the global economy; the effect of newly enacted or modified laws, regulation or standards on the Company and our products and various other factors and uncertainties discussed in our filings with the U.S. Securities and Exchange Commission (the "SEC"). For a more detailed description of the risk factors and uncertainties affecting the company, refer to the Company's reports filed from time to time with the SEC, including the Company's Annual Report on Form 20-F. The forward-looking statements contained in this press release are made as of the date of this press release, and the Company undertakes no obligation to update or revise them, except as required by law. View source version on Contacts Patty BloomPublic RelationsDeloitte Consulting LLP+1 312 371 9647pbloom@ Corporate Media Contact Christopher Irwin-Dudek, +1 201 561 4442, media@ ETInvestors Marty Cohen, +1 551 256 5354, ir@ ETOmri Arens, +972 3 763 0127, ir@ CET Sign in to access your portfolio
Associated Press
05-02-2025
- Business
- Associated Press
Deloitte Named a Leader in IDC MarketScape: Worldwide Adobe Experience Cloud Professional Services
NEW YORK, Feb. 5, 2025 /PRNewswire/ -- Deloitte has been positioned as a Leader in the 2024-2025 IDC MarketScape Vendor Assessment for Worldwide Adobe Experience Cloud Professional Services. Deloitte is recognized as a 'worldwide services provider that combines a strong heritage in business consulting with broad and deep IT services capabilities' delivering Adobe-focused professional services through Deloitte Digital, its sub-brand. 'IDC estimates that Deloitte Digital dedicates more than 2,000 FTEs to Adobe Experience Cloud and has approximately 10,000 Adobe-related practitioners globally.' Evaluating 23 providers, this IDC MarketScape assessment 'covers various vendors participating in the worldwide Adobe Experience Cloud professional services market and is based on a comprehensive framework and set of parameters expected to be the most conducive to successfully providing professional services relating to Adobe Experience Cloud in the short and long terms.' Deloitte Digital was also previously recognized as a Leader in the IDC MarketScape: Worldwide Experience Design Services 2023–2024 Vendor Assessment (IDC #US49988123, December 2023) and IDC MarketScape: Worldwide Experience Build Services 2023–2024 Vendor Assessment (IDC #US49988323, December 2023). 'We appreciate the IDC MarketScape recognizing Deloitte as a Leader in the 2024-2025 Worldwide Adobe Experience Cloud Professional Services report,' said Robert Bavis, Deloitte Global Adobe Alliance leader. He adds, 'Our mission is to help clients create the most impactful personalized digital experience for their customers and collaborating with Adobe as the core platform has great potential. Our Adobe knowledge in content management, performance marketing, GenAI, personalization, and data/analytics positions us to help create next-gen customer experiences in both B2C and B2B scenarios.' 'Adobe and Deloitte have a long history of collaborating to deliver innovation solutions for clients and enabling brands to remain competitive in their market,' said Kyle Ellis, VP, Strategic Partnership Program, Adobe. 'By combining our industry-leading technology with Deloitte's rich experience across sectors, we are helping brands make the most of their data and content assets, propelling exceptional customer experiences that drive profitable growth.' According to the report: 'Based on conversations with Deloitte's clients, the company's main strengths are its willingness to challenge clients, people quality, and industry-specific capabilities.' 'Since 2021, Deloitte Digital has won 7 global Digital Experience Partner Awards from Adobe, 16 of its employees have been appointed Adobe Community Advisors, and the company has been a Diamond sponsor of Adobe Summit 4 times.' 'Deloitte Digital has approximately 40 intellectual property assets to help its clients drive value from Adobe technology, including: Connected Studio Powered by Adobe: This Accredited Solution helps clients deliver consistent and impactful human experiences by combining Adobe Creative Cloud and Adobe Experience Cloud with Deloitte Digital's technical, operational, and creative expertise, including Adobe Workfront Closed-Loop Marketing Solution: This Accredited Solution combines marketing automation and financial management for more cost-efficient marketing. In addition to tracking content performance based on click-throughs, it enables clients to track the actual ROI of content and campaigns. Deloitte Xccelerator: This Accredited Solution helps clients establish an online presence quickly and cost-effectively by providing a production-ready platform and a suite of reusable components, templates, features, and integrations that extend Adobe Experience Manager's core features. Dual Zone: This Accredited Solution, powered by Adobe Experience Platform, enables clients to build customer profiles and unified data sets from multiple platforms, data sources, and platforms. Together, these target market segments are based on a complete view of customers. Investment to Value Map: This tool helps CMOs strategically transform and modernize the marketing function.' 'Deloitte can be a good choice for organizations seeking a multidisciplinary professional services firm with broad and deep business and technology transformation capabilities in Adobe and other platforms.' About IDC MarketScape IDC MarketScape vendor assessment model is designed to provide an overview of the competitive fitness of ICT (information and communications technology) suppliers in a given market. The research methodology utilizes a rigorous scoring methodology based on both qualitative and quantitative criteria that results in a single graphical illustration of each vendor's position within a given market. IDC MarketScape provides a clear framework in which the product and service offerings, capabilities and strategies, and current and future market success factors of IT and telecommunications vendors can be meaningfully compared. The framework also provides technology buyers with a 360-degree assessment of the strengths and weaknesses of current and prospective vendors. The insights provided are part of the IDC MarketScape Excerpt, which is an extraction from the original IDC MarketScape assessment. Per IDC policy, only the Vendor Summary Profile for the purchasing vendor will be included in a given IDC MarketScape Excerpt. To gain access to the profiles for all suppliers included in the assessment, contact IDC. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the 'Deloitte organization'). DTTL (also referred to as 'Deloitte Global') and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see to learn more. Deloitte provides industry-leading audit and assurance, tax and legal, consulting, financial advisory, and risk advisory services to nearly 90% of the Fortune Global 500® and thousands of private companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets, enable clients to transform and thrive, and lead the way toward a stronger economy, a more equitable society, and a sustainable world. Building on its 175-plus year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte's approximately 460,000 people worldwide make an impact that matters at
