GO Magazine Vol. 12 No. 1

Featured in GO Magazine Vol. 12 No. 1: how Whirlpool Corporation drew on a reality TV show to innovate on-boarding, why leadership transitions are so hard, how Wipro is using assessment to link its talent to its business, Vopak’s approach to multinational leadership development, and advice for taking your talent initiative global.

Check out stories on VF’s “brand” new approach to global talent, a sampling of illuminating findings from the Global Leadership Forecast 2014ǀ2015, and the need for retirement management. The issue also includes articles on embracing the people side of lean in manufacturing, highlights from a survey showing how HR is perceived by business leaders, a cup of coffee with Fast Company’s Robert Safian.

GO Magazine 2016 Issue 1

Indonesia mengajar 2

Albert Christian

Pizzalosophy make strategy like making a pizza

Bening Rara

Collaborate to Search Our Future Leaders with Indonesia Mengajar

Indonesia Mengajar

What are YOU doing to break this vicious cycle?

Indonesia Mengglobal Presentation @ Indonesia Mengajar

indomengglobal

Indonesia mengajar

Brigitta Cahyabuana

Every decision we make affects the way real people experience our products. We’ve all heard the rallying cry for user-centered design, but even those of us who ascribe to that ideal often fall back on our own biases and instincts when it comes to making decisions about how people experience our content and our services. Sadly, this often means we make decisions we think will be good for our "users"—that anonymous, faceless crowd—rather than actually trying to understand the perspectives, surroundings, capabilities, and disadvantages of the actual people who we are here to serve. In this session, Aaron Gustafson will explore why empathy is a good thing, how empathy empowers creativity, and how we, as a community, can inject more empathy into our work.

GCARD2 agenda (.dox)_version 29_oct

C3.1. Framework for Information and Data Sharing

Oil palm composted biomass: preparation, utilization, handling and storage

Expectations of impacts from investment in agricultural research and innovati...

P2.3. Research partnerships on climate change mitigation through REDD+ and th...GCARD Conferences

Ceng4480 a1

Snigdha Roy

5 reasons, 5 presentation, 5 mattersSyed Minhaj Rehman

Achieving national and global climate objectives in Asia and the Pacific thro...

Okanagan Waterwise: Trepanier Landscape Water Management Plan

P3.1 Working with National Innovation Pilot Learning Sites and Inter-regional...

Residential Landscape Revitalization Workbook - Scottsdale, Arizona

GCARD2: Briefing paper land, water forests & landscape

The adaptation and adoption of conservation agriculture (CA)-based crop management through innovative techniques like reduced soil movement, adequate surface retention of crop residues and economically viable and diversified crop rotations are the way forward to address the emerging challenges mentioned above. This could help in ensuring sustainable food security and offer several environmental benefits in sustainable way. This is relatively a new strategy to deal with food security and environmental degradation in unfavourable agriculture system. Visit the conference site for more information: http://www.egfar.org/gcard-2012

GCARD2: Speaker paper Land, Water, Forests and Landscapes

AIRCA will bring an integrated and holistic approach to solving development problems at a landscape scale through the mobilisation of nine agricultural R&D centres with a wealth of expertise across a range of ecosystem types and crops. AIRCA’s members have a demonstrated ability to respond rapidly and efficiently to agricultural problems, and it is AIRCA’s intention to work in close partnership with the CGIAR Consortium, bringing in expertise which is complementary to that of the FAO and the CGIAR. Visit the conference site for more information: http://www.egfar.org/gcard-2012

5 Best Practices for Identifying Potential Leaders

The decision to nominate individuals as “top talent” or “high potential” is no easy task. Unfortunately, these important decisions are often undermined by a lack of due diligence, vague criteria, and questionable accuracy. Use our complimentary guidebook to learn how to avoid the most common issues and challenges involved in the high-potential evaluation and nomination processes. You’ll learn about the 5 best practices for making the right talent investments in your organization, and as a bonus, get key takeaways to help you start identifying your future leaders.

Coaching: Optimizing for Today’s World of Work

When it comes to leadership development, coaching is an essential component of any blended learning strategy. But the approach seems to be stagnant—not evolving with the nature of how people work. How can you keep up and make sure coaching within your organization improves over time? Read our guidebook, Coaching: Optimizing for Today’s World of Work, for tips on how to strengthen coaching in your organization.

15 Metrics that Matter About Your Frontline

Guidebook: Optimizing Your Leadership Pipeline

To Grow or to Grab? Risks and Rewards of Internal Versus External Leader Staf...

Engaging Leaders in the Information Age

Almost all companies have some sort of leadership competency model and spend handsomely to maintain it. We wanted to know, is there a payoff? We explored the effect on engagement and organizational outcomes of having clear information on competencies, skills, and behaviors needed to succeed as a leader. No surprise, there is a payoff, but only if the necessary level of behavioral detail is built into the model. Find out why this is so important.

Roadmap Your Senior Leader Selection: Step 3. Insight

Roadmap Your Senior Leader Selection: Step 1. Focus

In the current VUCA environment, if organisations are to outdo their competition and grow market share, they need the right senior talent in the right roles. Why is it then that so many organisations don’t apply the necessary discipline and rigour when making senior level appointments? Learn what can be done to minimise the risks within the recruitment process and maximise the chance of getting the right senior leaders on board. Read trends in the current state of recruitment and selection and learn three best practices for re-focusing your senior leader selection process.

Viewers also liked

Designing with Empathy [Beyond Tellerrand 2013]

Aaron Gustafson

GCARD2 agenda (.dox)_version 29_oct

C3.1. Framework for Information and Data Sharing

Oil palm composted biomass: preparation, utilization, handling and storage

Expectations of impacts from investment in agricultural research and innovati...

P2.3. Research partnerships on climate change mitigation through REDD+ and th...GCARD Conferences

Ceng4480 a1

Snigdha Roy

5 reasons, 5 presentation, 5 mattersSyed Minhaj Rehman

Achieving national and global climate objectives in Asia and the Pacific thro...

Okanagan Waterwise: Trepanier Landscape Water Management Plan

P3.1 Working with National Innovation Pilot Learning Sites and Inter-regional...

Residential Landscape Revitalization Workbook - Scottsdale, Arizona

GCARD2: Briefing paper land, water forests & landscape

GCARD2: Speaker paper Land, Water, Forests and Landscapes

Viewers also liked (14)

Designing with Empathy [Beyond Tellerrand 2013]

GCARD2 agenda (.dox)_version 29_oct

C3.1. Framework for Information and Data Sharing

Oil palm composted biomass: preparation, utilization, handling and storage

Expectations of impacts from investment in agricultural research and innovati...

P2.3. Research partnerships on climate change mitigation through REDD+ and th...

Ceng4480 a1

5 reasons, 5 presentation, 5 matters

Achieving national and global climate objectives in Asia and the Pacific thro...

Okanagan Waterwise: Trepanier Landscape Water Management Plan

P3.1 Working with National Innovation Pilot Learning Sites and Inter-regional...

Residential Landscape Revitalization Workbook - Scottsdale, Arizona

GCARD2: Briefing paper land, water forests & landscape

GCARD2: Speaker paper Land, Water, Forests and Landscapes

More from DDI | Development Dimensions International

5 Best Practices for Identifying Potential Leaders

Coaching: Optimizing for Today’s World of Work

15 Metrics that Matter About Your Frontline

Guidebook: Optimizing Your Leadership Pipeline

To Grow or to Grab? Risks and Rewards of Internal Versus External Leader Staf...

Engaging Leaders in the Information Age

Roadmap Your Senior Leader Selection: Step 3. Insight

Roadmap Your Senior Leader Selection: Step 1. Focus

Nine Steps to Making Your Interviewing System World-Class

The Dynamic Duo of Assessment and Development: Building a Strategic Integrate...

Assessment and development are better together. But it’s not an easy task, especially when the two functions are disconnected. The combination of assessment and development isn’t about bolting the two functions together, but rather making sure that both are tightly aligned with your organizations business drivers and talent strategy, AND with each other. This “How To” guide will help you build a strategic, integrated assessment and development architecture. What’s Inside? • DDI’s integrated assessment and development framework • Four recommendations for obtaining strategic alignment and governance • Guidance and tips to consider when forming assessment, individual development, and cadre-based development strategies

The Dynamic Duo of Assessment and Development: Laying the Foundation

Global Talent Management: 6 Keys to Unlocking Success

DDI Assessment Research: Is Your Organization Performing Best-In-Class?

Want Succession Success? Six Imperatives to Guide You

6 Charts You Can't Afford to Ignore: Talent Management Intelligence for the F...

The Slippery Slope of Leadership Transitions

Helping Your CEO Understand Talent Management

Your CEO and senior stakeholders are stretched, and they probably underestimate the time, commitment, and personal involvement required for talent initiatives. But their buy-in is critical—especially paired with your expertise. Discover the 5 points you can share with your CEO about Talent Management—from the connecting talent strategy to business, to using more objective data and less gut instinct. Plus, you’ll find key questions to shift your CEO’s thinking about how and where you need to focus your talent initiatives.

How DDI Facilitators Transform Leaders

5 Best Practices for Identifying Potential Leaders

6 Talent Strategy Levers for a VUCA World