Latest news with #JanetTruncale
Fast Company
18-06-2025
- Business
- Fast Company
Here's how to embrace Gen Z's desire for purpose and flexibility at work
As a proud Gen Xer, I remember that most of my college buddies and I had similar aspirations: land a full-time job, hope the hours weren't too brutal, pay off our loans, maybe buy a car and, one day, a home. Now, as the CEO of a company with a growing Gen Z employee base, I've found it fascinating to see how different their outlook is. This generation isn't interested in hustle culture if it doesn't lead to something meaningful—or sometimes, even if it does. As a growing number of studies show, the youngest cohort of professionals isn't focused on ownership—they care more about access. They're not blindly chasing higher salaries or leadership roles. Those things still matter, but finding purpose in their work is just as important. Their ambitions may be different from mine at their age, but I don't disagree with them. In fact, I think it's possible to find that elusive trifecta at work: money, meaning, and well-being—if leaders are paying attention. And increasingly, they have no choice. Gen Z can't be ignored; they're the ultimate influencers. As Janet Truncale, global chair and chief executive officer at EY, puts it, 'Gen Z is like a gravitational force pulling all other generations into its orbit.' Here's how leaders can embrace Gen Z's demand for purpose and flexibility at work. Give employees options for how to approach tasks When I entered the workforce, working remotely was virtually unheard of. For Gen Z, it's nearly a baseline expectation. Many came of age during the era of digital nomadism. Some finished school entirely online. In short, Gen Z is used to a high degree of autonomy. Micromanaging simply won't work for this generation. When assigning work, consider delegating not just the task but the how as well. Trust employees to figure out the best way to meet objectives. For example, if a younger employee is tasked with a presentation, let them choose the format—slide deck, short video, or live demo—instead of prescribing every detail. If they're emailing a client, let them use their voice, instead of insisting they imitate the boss (as long as they're appropriately professional). This kind of trust builds confidence and sparks creativity. What's more, it helps younger employees feel a sense of ownership over their work. Break hierarchies and keep communication open In the past, workflows followed a strict order, and expertise flowed from the top down. But at Jotform, we've seen firsthand that every generation brings unique value. Expecting new employees to listen but not be heard is not only outdated, it's a disservice to your organization. Gen Z, for example, is fluent in tech and social media, whether they're editing iPhone photos or explaining why Snapchat still matters. To harness their strengths, leaders should move away from rigid hierarchies and overly structured processes—these can lead to burnout and frustration. Instead, create space for two-way dialogue and cross-generational collaboration. Create open channels for communication, like all-hands meetings, online feedback forums, and AMA (Ask Me Anything) sessions with leaders. When all voices are invited to contribute, we've found that innovation accelerates in the day-to-day. Focus more on outcomes, less on hours Rather than sticking to the traditional nine-to-fine for the sake of clocking 8 hours, Gen Z is focused on working smarter. One growing trend: microshifts. As outlined in a recent workforce report from business software provider Deputy, Gen Z is reshaping shift work through short, flexible blocks, typically six hours or less, that support more adaptable schedules. These slightly shorter shifts help employees juggle responsibilities like caregiving or ongoing education. Gen Z now accounts for 51.5% of all microshifters, and the majority say it improves their roles. It makes sense: when we're able to manage outside responsibilities alongside work, we're more energized, more present, less stressed, and less bogged down by busywork. You don't have to give employees total control over their schedules—a little flexibility goes a long way. At Jotform, our office hours are fairly traditional, but within that structure, employees are trusted to manage their time. If someone needs to step away for a personal obligation, they can shift their workday, as long as quality doesn't suffer. That kind of autonomy supports both productivity and well-being. Gen Z employees get the flexibility they want, and the company gets the focus, brainpower, and creativity it needs.
Yahoo
05-06-2025
- Business
- Yahoo
Uncertainty is the new norm, says EY boss Janet Truncale. She's advising clients to rely on 'muscle memory' to get through.
EY boss Janet Truncale says that uncertainty is here to stay. She shared some advice for entrepreneurs and business leaders in an interview with Bloomberg TV. Lean on muscle memory and don't go it alone, Truncale said. Uncertain times are here to stay, according to the head of the Big Four firm EY. "Uncertainty is going to be the norm. It's going to be there for some time," Janet Truncale, EY's global chair and CEO, told Bloomberg TV in an interview on Wednesday. Business leaders are facing change and tough decisions on all fronts, from quickfire tariff policies and stock market swings, to how to implement AI and handle generational shifts in the job market. Truncale said that "confidence has been up and down in the C-Suite for the last year" and that technology, AI, and tariffs are all topics that entrepreneurs are talking about. Her advice for entrepreneurs and clients is to "stay the course and remember that muscle memory." Entrepreneurs should "go back to what you know and make sure that you don't go it alone," she added. "We've been talking to a lot of entrepreneurs who got to this point of their business without taking outside capital, without outside advice. And I think it's really important in our strategy and for all our customers, you don't need to go it alone," Truncale said. As businesses confront a new era of American trade policy, many are turning to consulting firms like EY for strategies to adapt to the rapidly changing regulatory landscape. The CEO added that in today's uncertain environment, EY's clients were focusing on transformation, growth, the customer, and cost cutting. As global chair and CEO of EY, Truncale is responsible for leading 400,000 employees and overseeing a global network that with revenue of over $50 billion last year. EY has faced its share of uncertainty in recent years. In April 2023, EY made headlines after a bid to split the firm's consulting and audit lines under the previous CEO, Carmine Di Sibio, fell apart amid infighting. EY has also been hit by the wider industry slowdown in demand for consulting services. EY's global annual revenue growth fell by 10 points in its 2024 financial year — the business grew by 3.9% compared to 14.2% in 2023. Truncale has pushed some major strategic changes since she took over as CEO in July 2024, almost one year ago. They include plans to merge EY's existing geographical regions into 10 superregions and the expansion of the EY-Parthenon brand to represent the entire EY strategy and transactions service line. Have a tip? Contact this reporter via email at pthompson@ or Signal at Polly_Thompson.89. Use a personal email address and a nonwork device; here's our guide to sharing information securely. Read the original article on Business Insider Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Business Insider
05-06-2025
- Business
- Business Insider
Uncertainty is the new norm, says EY boss Janet Truncale. She's advising clients to rely on 'muscle memory' to get through.
Uncertain times are here to stay, according to the head of the Big Four firm EY. "Uncertainty is going to be the norm. It's going to be there for some time," Janet Truncale, EY's global chair and CEO, told Bloomberg TV in an interview on Wednesday. Business leaders are facing change and tough decisions on all fronts, from quickfire tariff policies and stock market swings, to how to implement AI and handle generational shifts in the job market. Truncale said that "confidence has been up and down in the C-Suite for the last year" and that technology, AI, and tariffs are all topics that entrepreneurs are talking about. Her advice for entrepreneurs and clients is to "stay the course and remember that muscle memory." Entrepreneurs should "go back to what you know and make sure that you don't go it alone," she added. "We've been talking to a lot of entrepreneurs who got to this point of their business without taking outside capital, without outside advice. And I think it's really important in our strategy and for all our customers, you don't need to go it alone," Truncale said. As businesses confront a new era of American trade policy, many are turning to consulting firms like EY for strategies to adapt to the rapidly changing regulatory landscape. The CEO added that in today's uncertain environment, EY's clients were focusing on transformation, growth, the customer, and cost cutting. As global chair and CEO of EY, Truncale is responsible for leading 400,000 employees and overseeing a global network that with revenue of over $50 billion last year. EY has faced its share of uncertainty in recent years. In April 2023, EY made headlines after a bid to split the firm's consulting and audit lines under the previous CEO, Carmine Di Sibio, fell apart amid infighting. EY has also been hit by the wider industry slowdown in demand for consulting services. EY's global annual revenue growth fell by 10 points in its 2024 financial year — the business grew by 3.9% compared to 14.2% in 2023. Truncale has pushed some major strategic changes since she took over as CEO in July 2024, almost one year ago. They include plans to merge EY's existing geographical regions into 10 superregions and the expansion of the EY-Parthenon brand to represent the entire EY strategy and transactions service line.
Bloomberg
04-06-2025
- Business
- Bloomberg
EY CEO on Entrepreneurship, Uncertainty, AI
More than a third of the finalists in EY's 25th annual World Entrepreneur of the Year are focused on AI. The event recognises the achievements, vision and impact of entrepreneurs around the world, and takes place at a time of financial volatility and geopolitical change. EY CEO Janet Truncale said business leaders and entrepreneurs are grappling with uncertainty, which has become "the new norm". On technology, Truncale says EY wants to ensure technology "underpins everything we do." Truncale joined Francine Lacqua on The Pulse. (Source: Bloomberg)
Business Insider
06-05-2025
- Business
- Business Insider
EY CEO says AI won't decrease its 400,000-person workforce — but it might help it double in size
If artificial intelligence advances mean the average employee can do twice the amount of work they do today, then EY CEO Janet Truncale could see the consulting giant grow without cutting her head count. Speaking Monday at the Milken Institute Global Conference in Los Angeles, Truncale said, "We're not going to decrease the size of our workforce" because AI increases productivity, and employees perform at a higher level earlier in their careers. Her 400,000-person firm works with the biggest companies in the world, but the data-heavy work required of auditors and accountants has led many to predict that firms like EY can do the same amount of work with fewer people, thanks to AI. Truncale believes AI "is going to transform the work our people are doing," but not make humans obsolete or eliminate thousands of jobs. "There's always going to be a human component," she said. "You have to invest in all of the soft skills," she added. Naturally, the firm is talking with companies in various sectors about AI tools they can incorporate into their firms. EY is able to connect with these executive teams because the firm is "client zero" and tests many tools on its own workforce and "disrupting ourselves" before recommending them to clients, Truncale said. There's a healthy respect for these tools given teams across the firm are constantly tinkering with them — of both the tools' abilities and faults. Data, Truncale said, and data security need to be top of mind for executives who want to harness AI. "You've got to be really careful with this technology," she said. While generative AI has disrupted professional services, many in the industry have echoed Truncale and said they do not think it can replace humans entirely but instead serve as a supplement to their work. EY and the other Big Four firms have invested heavily in AI for years and recently in agentic AI, which involves several AI "agents" operating independently and making decisions without the direct assistance or input of humans. In March, EY launched its Agentic Platform in March, providing 80,000 of its tax employees with 150 tax agents that can help them with data collection, document analysis and review, and income and indirect tax compliance. Other firms and consultants have also said they view AI as a way to free up staff from monotonous tasks and give them additional time to spend on more advanced or complicated work. AI has been a boon to consulting firms' business as clients look for guidance on how to incorporate the technology.
