At their core, talent management systems should measure and improve retention (whether people stay or go) and development (growth, bench strength, and succession).
"Nobody ever got fired for buying IBM." That chestnut has morphed from sales proposition to object lesson on the perils of clinging to convention in less than a generation. We've ditched the dark suits and "sincere" ties of our father's IBM for black turtlenecks and jeans, and we've embraced the "think different" ethos of Apple's celebrated campaign : "Here's to the crazy ones. The misfits, the rebels, the troublemakers, the round pegs in square holes. The ones who see things differently."
Most large companies are a collection of silos, with employees who are so focused on their area of specialization they may be missing key opportunities and threats.
In a WSJ post I promised that I’d lay out a blueprint for building a company that’s as nimble as change itself—and I will, but first I’d like to share an anecdote about a simple experiment in workplace freedom. In most organizations, the decision-making freedoms of frontline employees are highly...
In the 21st Century, leaders must be innovative. Leaders must be smart. Leaders must be able to multi-task several projects with a seemingly boundless creativity.
Its not the lack of ideas that stops organizations from being innovative, but the way resources are allocated & employees rewarded that is the key. We need to change the way we set and manage
