Managing Director & Chief Analyst, Insights2Action, Deloitte Consulting LLP “Somewhere, something incredible is waiting to be known.” Dr. Carl Sagan
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Articles by David Mallon
Fracaso primario del injerto grave tras el trasplante cardiaco: tendencias y resultados en una cohorte española contemporánea
Ayuda Buscar en la ayuda Buscar en la ayuda Fracaso primario del injerto grave tras el trasplante cardiaco: tendencias y resultados en una cohorte española contemporánea Carlos Ortiz-Bautista [1] ; Luis Almenar-Bonet [2] ; David Couto-Mallón [3] ; José González-Costello [4] ; Javier Segovia-Cubero [5] ; Diego Rangel-Sousa [6] ; Joan Guzmán-Bofarull [7] ; Antonia Pomares-Varó [8] ; Juan F. Delgado-Jiménez [9] ; Beatriz Díaz-Molina [10] ; Iris P.
SEC 25
Sigue SEC 25 en directo o bajo demanda desde la Plataforma Virtual Compartir Notas Mi agenda Mi agenda Crear una nota Insuficiencia Cardiaca. Simposio: HFpEF en el 2025 Fecha: Viernes, 24 de octubre.
Inicio precoz de dapagliflozina durante el ingreso por IC: ¿un escenario diferente al paciente crónico?
La dapagliflozina es un inhibidor del cotransportador 2 de sodio y glucosa (iSGLT2) que en pacientes ambulatorios con insuficiencia cardiaca crónica ha demostrado reducir la mortalidad cardiovascular y los eventos de empeoramiento de insuficiencia cardiaca (IC) con independencia de la fracción de eyección del ventrículo izquierdo (FEVI).
Making visible the invisible: the role of IUCN and WCEL in the sound management of chemicals and wastes at the Basel, Rotterdam and Stockholm Conventions Conference of the Parties 2025
Pollution from waste and chemicals is one of the major drivers of biodiversity loss and ecosystem degradation on land, in water systems, and in the marine environment. Species at risk are under increased threat. Pollution from the unsafe use of materials, chemicals, pesticides and waste has a direct impact on human health and climate change and it causes damage to social systems (i.e. risks to food security, energy supply, and water security).
Not All Forests Are Equal: Why Primary Forests Are Irreplaceable
So, What’s the Difference Between Forest Types? Let’s break it down. Not all forests are created equal, and understanding these differences is key to protecting them. Primary Forests: The Last Intact Forest Ecosystems Primary forests are among the most important ecosystems on Earth. These forests have evolved over centuries, with natural processes taking the lead and having faced limited anthropogenic disturbances.
Subsistence hunting impacts wildlife assemblages and functional ecology in tropical forests - Scientific Reports
Abstract Unsustainable wild meat hunting poses a significant threat to wildlife and tropical forest ecosystems. While high levels of extraction linked to commercial trade have received significant attention, the sustainability of subsistence hunting by Indigenous Peoples in Africa has been less studied. Understanding how changing lifestyles, particularly the sedentarisation of former hunter-gatherers, have affected the use of forest resources is crucial for wildlife conservation and livelihoods.
Disproportionate regulation of wildlife trade
Abstract An increasing number of countries in the Global North have enacted, or are considering, import bans on hunting trophies to protect wildlife. We interrogate arguments used to characterize trophy hunting using data from the Convention on International Trade in Endangered Species (CITES), the International Union for Conservation of Nature (IUCN) Red List of Threatened Species, and empirical research.
Utilidad de la monitorización a distancia de la presión arterial pulmonar de pacientes con insuficiencia cardiaca avanzada en lista de TxC
Utilidad de la monitorización a distancia de la presión arterial pulmonar de pacientes con insuficiencia cardiaca avanzada en lista de TxC David Couto-Mallón [1] ; Daniel Enríquez-Vázquez [1] ; Ramón Calviño-Santos [1] ; Carlos Velasco-García de Sierra [2] ; José Manuel Rodríguez-Vázquez [1] ; María G.
Identifying opportunities to apply IUCN Green List Standard to marine conservation in India
About Bay of Bengal Large Marine Ecosystems Project Phase II BOBLME II, a five-year project (2023-2028) with funding from the Global Environment Facility (GEF) - International Waters and the Norwegian Agency for Development Cooperation (Norad), is jointly implemented with FAO Regional Office for Asia and the Pacific (FAORAP), Southeast Asian Fisheries Development Center (SEAFDEC) and Bay of Bengal Programme Inter-Governmental Organisation (BOBPIGO).
Levosimendán ambulatorio repetitivo como puente al trasplante cardiaco
Javier de Juan Bagudá [1] ; Fernando de Frutos [2] ; Raquel López-Vilella [3] ; David Couto Mallón [4] ; Joan Guzman-Bofarull [5] ; Zorba Blazquez-Bermejo [6] ; Manuel Cobo-Belaustegui [7] ; Cristina Mitroi [8] ; Francisco J.
Blue Carbon Accelerator Fund announces 4 pioneering projects as champions of latest "Readiness" call for proposals
In a significant stride toward sustainable blue carbon restoration, the Blue Carbon Accelerator Fund (BCAF) has unveiled the four winners of its latest Readiness call for project proposals. These exceptional projects stood out for their innovative approaches to differing challenges in the restoration and conservation of various coastal ecosystems in South-East Asia. Each is deeply rooted in community-led efforts, a cornerstone of the BCAF philosophy.
Advancing the human element of sustainability
Co-authored by Shannon Poynton and Yves Van Durme. Enterprises’ initial efforts to address sustainability issues have been largely driven by public relations or brand defense—with less regard for meaningful outcomes. More recent efforts, such as reducing emissions in operations or manufacturing, are producing real but incremental improvement at the fringes of the business.
A field guide for human capital decision intelligence
The leader’s field guide to enabling better work, workforce, and workplace decisions has been saved The leader’s field guide to enabling better work, workforce, and workplace decisions has been removed An Article Titled The leader’s field guide to enabling better work, workforce, and workplace decisions already exists in Saved items Our Field Guide for Human Capital Decision Intelligence helps organizations make better decisions by developing the ability to sense emerging opportunities,...
Reskilling the workforce to be resilient
A system that invests not just in workers’ near-term skill needs but also in workers’ long-term resilience can help build long-term organizational resilience in a world where the only constant is change. Reskilling alone may be a strategic dead end. Renewing workers’ skills is a tactical necessity, but reskilling is not a sufficient path forward by itself. The skill shortage is too great. The investments are too small.
Returning to work in the future of work
As the COVID-19 pandemic drives profound societal and organizational shifts, leaders have the opportunity to return to work by designing the future of work, building on the lessons and practices their organizations executed during the crisis.
Ethical implications of AI and the future of work
Over the past decade, leaders have faced an increasing need to grapple with tough ethical issues posed by the future of work. The question to ask: not just “could we,” but also “how should we.” As the future of work rapidly evolves, and organizations are integrating people, technology, alternative workforces, and new ways of working, leaders are wrestling with an increasing range of resulting ethical challenges.
Getting organizational decision making right
Effective organizational decision-making is strongly associated with better business outcomes. Learn what five key attributes organizations can put in place to help their people make better decisions faster. From setting high-level strategy to allocating budgets to hiring new workers, an organization—or, more accurately, the people within it—makes myriad decisions that determine its actions in the marketplace.
Article: A new kind of HR for the social enterprise
#HR Industry As the function of HR becomes more fluid and intrinsic to the nature of work, meeting the workforce where they are will be fundamental to creating a successful, modern social enterprise. A lot has happened in recent years to change the shape of HR. People analytics, new digital platforms, flexible work arrangements, and other innovations have made the employee/employer relationship more agile and personal than ever before. And yet we haven’t seen the half of it.
Learning Benchmarking: Join the Evolution
Learning is changing. Our latest High-Impact Learning study shows that workforce learning and development (L&D) is in flux. Many learning leaders have visibility only to spending that happens within their L&D organization, even as greater proportions of learning spend occur in the business. This trend has been underway for some time, and the challenge we see organizations attempting to solve is how to strike the right balance of centralized and decentralized learning.
Strategic HR: Visa Empowers a Learning Culture in the Face of Disruption
For years, HR has been struggling to gain a proverbial seat at the table in business strategy and organizational leadership. A convergence of factors, including technological disruption, demographic transitions, and a sustained effort by the HR community to demonstrate business impact through people, has now made that seat available. With innovation and talent at the center of many business strategies, HR finds itself not just at the table, but increasingly assuming roles of leadership. Visa, Inc.
Want to Find Top Talent? Hire Boomerangs
Employee turnover is on the rise. Last year, the voluntary turnover rate in the U.S. was 13.5 percent, compared to just 9.1 percent five years before.[1] Moreover, turnover is likely to continue to rise: The 2018 Deloitte Millennial Survey found that 43 percent of 10,000 Millennial respondents and 61 percent of 1,800 Generation-Z respondents expect to leave their current employers within two years.[2] Higher turnover means higher talent acquisition (TA) costs.
And the Highest Quality Sourcing Channel Is . . .
Sourcing talent, at its most basic, is the identification of both internal and external candidates using various channels, tools, resources, and technologies. Recruiters do this by creating candidate pools (also referred to as “talent pipelines”) of active and passive candidates. And many recruiters spend the majority of their time trying to fill open positions, by scouring databases and constantly networking to find candidates.
The Candidate Experience Journey: Enhancing Six Key Touchpoints
In today’s highly competitive talent market, an organization’s ability to attract high-quality candidates is a significant business advantage—making improving candidate experience a priority for talent acquisition (TA) teams.
Driving Talent Acquisition Maturity
Organizations today recognize that to execute their business strategies successfully, they need to have the right talent in place. And in order to have the right talent in place, they need to build a mature, high-performing talent acquisition (TA) function. This process requires an awareness of what other organizations have done to establish their TA functions as high-performing; and not just specific initiatives, either.
Teams, HR, and Organization Design
Our research has confirmed that designing the organization of the future is a top challenge for business executives around the world.[1] The dynamic nature of an increasingly digital economy and the expectations of data-empowered customers require businesses to operate with an unprecedented combination of precision and agility. As a result, many organizations are moving from “stick-and-box” thinking about organization structure to agile networks of multifunctional teams.
Introducing Our High-Impact Organization Design Survey
Bersin has just launched its first ever High-Impact Organization Design survey. We want to learn how your organization or team works better, faster, and smarter. Take the survey and receive: Technological disruption and a myriad of other shifts are fundamentally changing the nature of work and how it is accomplished within organizations.
Rethinking HR Structure
Organizational structure is a hot topic. Increasing customer expectations, team-centric operations, and the demands of staying ahead in a time of hypercompetition and massive change are forcing a much-needed rethink of how businesses structure themselves. The old hierarchal models designed for a “predict, command, and control” way of working no longer work and are putting many businesses at risk of disruption or worse. The numbers are astonishing.
No Longer Just an Afterthought: High-Performing Talent Acquisition Teams Influence Organizational Profitability
I’m excited to announce that we just published Bersin’s latest High-Impact Talent Acquisition (HITA) study, with 1,220 global participants. This study is only our second industry study for talent acquisition—and, yes, the world has changed since our last industry study published in September 2014. We found that talent acquisition (TA) can contribute meaningfully to an organization’s success.
Prediction 12: HR will wake up to the changing nature of work itself.
There is a distinct sense of uneasiness among many HR leaders of large organizations. It starts with a common recognition that the bread-and-butter pillars of the function, such as learning, recruiting, talent planning, and leadership development, aren’t delivering the level of value they should. Viewed separately, the gaps between current and desired states in these pillars seem painful but familiar. The solutions seem difficult but for the most part incremental and manageable.
Prediction 11: Talent acquisition will tap the power of internal mobility.
Last February, Gallup reported that 51 percent of U.S. employees were searching for new jobs or watching new job openings.[1] That same month, U.S. employers were trying to fill 5.7 million job openings.[2] Talk about a chocolate-and-peanut-butter moment: Companies have lots of new jobs, and lots of their employees want new jobs. It’s a tailor-made setup for internal mobility. There’s one hitch, however.
Prediction 3: Treating employees like customers and empowering agile teams will become key HR strategies.
More than a clever turn of phrase, “treat your employees like you do your best customers” signals HR’s shift from managing processes to empowering employees and creating engaging environments in which they can thrive. And thanks to low unemployment rates and a strong economy, employees are now firmly in charge.
Prediction 1: Agile organization models will start to go mainstream.
Why is “agile” organization design so important in 2018? Companies are only a few years into a decades-long shift away from corporate hierarchy into a world of “company as a network.” Embracing the idea of “team at the center” and building “squads and tribes” that help keep teams aligned is a profound and different model than the one many companies use today to manage people. The enormous topic of “agile organization design” will start to become more common in 2018.
Prediction 2: Accelerating digital transformation will force new leadership models.
According to Deloitte’s latest research with MIT, more than 70 percent of companies today are transforming their products and services into “digital businesses.”[1] This doesn’t mean they are just building apps and installing new systems. They are realizing they must transform their products and services to become more digital in nature, which in turn creates a need to be more service-centric, agile, experimental, and data-driven.
Do You Reward Without Rating?
Early data from our upcoming High-Impact Rewards study shows that 8% of organizations surveyed currently do not assign formal performance ratings, and another 4% assign ratings but do not communicate them to employees (aka “shadow ratings”). Are you an HR or rewards professional interested in “Ratingless Rewards”?
The World is Moving. How Does your Organization or Team Keep Up?
For the past 2 years, Deloitte’s Global Human Capital Trends report has told us that the number 1 concern of business leaders is designing the organization of the future. Yet, only 11 percent of global CEOs believe they understand how to build the organization of the future. Bersin is gearing up to help address this need, and we need your help. We want to hear from YOU about how your organization, function or team is thinking about this issue. How are you working better, faster or smarter?
HR Technology 2018: Ten Disruptions For The Year Ahead
I’ve been an analyst following the HR Tech market for almost 20 years now, and this year things are changing faster than ever. In the report we just published, “HR Technology Disruptions for 2018,” I describe the details. In this article I’ll summarize the ten big changes going on. For many years the focus on HR technology was to automate and integrate HR practices.
A downlist is not a demotion: Red List status and reality
, , & ( ) On the high trail: examining determinants of site use by the Endangered snow leopard Panthera uncia in Qilianshan, China . , , – . ( ) On positive shifting baselines and the importance of optimism . , , – . , , , , , et al. ( ) Using Red List Indices to measure progress towards the 2010 target and beyond . , , – . ( ) Snow leopard conservation in the wild—a comprehensive perspective on a low density and highly fragmented population . In (eds & ), pp. – . , .
The Social Science of Saving Snow Leopards
By: Tom McCarthy and David Mallon, Posted on: May 16, 2016 Stretching most of the way across the small Central Asian country of Kyrgyzstan, the Tien Shan (which translates to Celestial Mountains) are a stronghold for the rare and endangered snow leopard. With as few as 4,500 of the shy and elusive cats spread across some 2 million square kilometers and 12 countries, Kyrgyzstan may harbor as many as 400 snow leopards.
People analytics
The use of analytics in HR is growing, with organizations aggressively building people analytics teams, buying analytics offerings, and developing analytics solutions. HR now has the chance to demonstrate ROI on its analytics efforts, helping to make the case for further investment. The people analytics revolution is gaining speed. While HR organizations have been talking about building analytics teams for several years, in 2016 we see a major leap forward in capabilities.
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