Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
Strategy palette as a unifying choice framework. It is designed to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches. The strategy palette consists of five archetypal approaches to strategy, which can be applied to different parts of your business:
• Classical: I can predict it, but I can’t change it.
• Adaptive: I can’t predict it, and I can’t change it.
• Visionary: I can predict it, and I can change it.
• Shaping: I can’t predict it, but I can change it.
• Renewal: My resources are severely constrained.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
The Center for Creative Leadership designed Leader Development Roadmap which integrates within itself the logic and content of developing leaders in organizations on the basis of many years of research done by CCL.
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
Strategy palette as a unifying choice framework. It is designed to help leaders match their approach to strategy to the circumstances at hand and execute it effectively, to combine different approaches to cope with multiple or changing environments, and, as leaders, to animate the resulting collage of approaches. The strategy palette consists of five archetypal approaches to strategy, which can be applied to different parts of your business:
• Classical: I can predict it, but I can’t change it.
• Adaptive: I can’t predict it, and I can’t change it.
• Visionary: I can predict it, and I can change it.
• Shaping: I can’t predict it, but I can change it.
• Renewal: My resources are severely constrained.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
The Center for Creative Leadership designed Leader Development Roadmap which integrates within itself the logic and content of developing leaders in organizations on the basis of many years of research done by CCL.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
A presentation given on how to move your company/department from good to great. Borrows heavily from the theory of Jim Collins.
If you're looking for great tools to implement Good to Great in your organisation take a look at - http://fiverr.com/expatpat/show-you-great-tools-to-run-your-startup-or-sme
“To succeed in today’s complex business world, individuals, leaders and organizations must be adaptable, resilient and open to innovative thinking. And above all, they need one essential quality — ‘Learning Agility’.”
- Steve Newhall - Korn Ferry’s
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
“Can a good company become a great company, and, if so, how?” As managers of non-profit programs, we don’t have formal training in the skills of management. Come with us on a journey to see how the principles outlined in the book, “Good to Great” can help you achieve your objectives.
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
4 Ways to Communicate Compensation That Drive Strategic OutcomesBambooHR
Compensation is one topic that we can be unsure how to communicate. This webinar shares important research on the why communicating compensation correctly is so important and how to do it so that it drives strategic outcomes.
When we say HR Business Partner, do you think, "strategic"?PeopleFirm
More than one business leader in our orbit has recently questioned the value of the Human Resources Business Partner in today's organization. They wonder if the HRBP — traditionally a liaison between the business unit and HR centers of excellence — should be phased out.
Well, we think there's still a uniquely valuable role for the HRBP in the organization... but some changes need to be made. In fact, we felt strongly enough about it that we put together a 3 minute postcard on the subject. Enjoy!
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Reinventing your leadership team involves assessing and updating the composition, structure, and practices of your organization's top leaders to drive growth, innovation, and success. This can involve a variety of changes, such as reorganizing departments, adding new leaders with diverse skill sets, or updating the company's leadership philosophy. Here are some steps to help you reinvent your leadership team:
Assess Current Performance: Take an objective look at your current leadership team and identify areas for improvement. Consider factors such as communication, collaboration, and decision-making processes.
Define Your Goals: Clearly define what you want to achieve through the reinvention process. Consider your company's mission, goals, and values, and align your leadership team accordingly.
Evaluate Skillsets: Evaluate the skillsets of your current leaders and identify any gaps that need to be filled. Consider bringing in new leaders with diverse backgrounds and perspectives to help drive innovation and growth.
Foster Collaboration: Encourage collaboration and teamwork among your leadership team. Foster open communication, encourage idea sharing, and provide opportunities for cross-functional problem-solving.
Foster a Culture of Learning: Encourage continuous learning and development for your leadership team. Provide opportunities for professional development, coaching, and mentorship to help leaders stay up-to-date with industry trends and best practices.
By taking these steps, you can successfully reinvent your leadership team and drive long-term success for your organization.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
A presentation given on how to move your company/department from good to great. Borrows heavily from the theory of Jim Collins.
If you're looking for great tools to implement Good to Great in your organisation take a look at - http://fiverr.com/expatpat/show-you-great-tools-to-run-your-startup-or-sme
“To succeed in today’s complex business world, individuals, leaders and organizations must be adaptable, resilient and open to innovative thinking. And above all, they need one essential quality — ‘Learning Agility’.”
- Steve Newhall - Korn Ferry’s
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
“Can a good company become a great company, and, if so, how?” As managers of non-profit programs, we don’t have formal training in the skills of management. Come with us on a journey to see how the principles outlined in the book, “Good to Great” can help you achieve your objectives.
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
4 Ways to Communicate Compensation That Drive Strategic OutcomesBambooHR
Compensation is one topic that we can be unsure how to communicate. This webinar shares important research on the why communicating compensation correctly is so important and how to do it so that it drives strategic outcomes.
When we say HR Business Partner, do you think, "strategic"?PeopleFirm
More than one business leader in our orbit has recently questioned the value of the Human Resources Business Partner in today's organization. They wonder if the HRBP — traditionally a liaison between the business unit and HR centers of excellence — should be phased out.
Well, we think there's still a uniquely valuable role for the HRBP in the organization... but some changes need to be made. In fact, we felt strongly enough about it that we put together a 3 minute postcard on the subject. Enjoy!
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Reinventing your leadership team involves assessing and updating the composition, structure, and practices of your organization's top leaders to drive growth, innovation, and success. This can involve a variety of changes, such as reorganizing departments, adding new leaders with diverse skill sets, or updating the company's leadership philosophy. Here are some steps to help you reinvent your leadership team:
Assess Current Performance: Take an objective look at your current leadership team and identify areas for improvement. Consider factors such as communication, collaboration, and decision-making processes.
Define Your Goals: Clearly define what you want to achieve through the reinvention process. Consider your company's mission, goals, and values, and align your leadership team accordingly.
Evaluate Skillsets: Evaluate the skillsets of your current leaders and identify any gaps that need to be filled. Consider bringing in new leaders with diverse backgrounds and perspectives to help drive innovation and growth.
Foster Collaboration: Encourage collaboration and teamwork among your leadership team. Foster open communication, encourage idea sharing, and provide opportunities for cross-functional problem-solving.
Foster a Culture of Learning: Encourage continuous learning and development for your leadership team. Provide opportunities for professional development, coaching, and mentorship to help leaders stay up-to-date with industry trends and best practices.
By taking these steps, you can successfully reinvent your leadership team and drive long-term success for your organization.
Right Quarterly By Right Management ( Succession planning for talent management)Right Management India
In this edition we explore the subject of Succession planning for talent management. Succession Planning encompasses identifying the right successors to take over critical roles, building leadership capability in the successors to succeed and also empowering them to take the organization forward.
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
What keeps CEOs up at night?
“Leadership”, answered the President of one of India’s largest business conglomerates recently. “Do we have the right skills and capabilities to pull our strategy off,” reported a Global 500 CEO. “I worry that the current management team will not be able to take us where we need to go to next,” answered a third corporate leader.
Most CEO’s are satisfied with their strategies. Many are less satisfied with their performance. This Executive Insight Thought Leader centers on the imperative of leadership capability development as a business priority.
In the year 2002, Warren Buffett made an admission that he had not been as vigilant as he should have been in his role as Director of the various subsidiaries of his holding company, Berkshire Hathaway. In a letter to the shareholders he wrote “ Too often I was silent when management made proposals that I judged to be counter to the interest of the shareholders. In those cases, collegiality trumped independence and a certain social atmosphere presides in boardrooms where it becomes impolitic to challenge the Chief Executive.
Kevin Sharer, Chairman of Amgen, the US biotech company, portrayed a very different relationship between board and chief executive. “ Working with the board is vital, complex, and beyond your prior experience. It is among the most complex human relationships, especially if you are the chairman, when you are their boss, and they are your boss. Get the relationship right or it will hurt you.
These two very different experiences open a new book, Boards that Lead- When to take charge, When to Partner and When to stay out of the way. The central premise of the books is a plea. “ Governing boards should take more active leadership of the enterprises, not just monitor its management?
The growing complexity of markets and strategy, the authors say, is one of the biggest challenges for board members. It also means that they cannot afford to sit back and rubber stamp executive’s plans.
Boards often fail to do their job, they point out, for example failing to do their due diligence. They cite the example of Yahoo’s Chief Executive Scott Thompson. After a few months in the post, it was discovered that he had listed a degree in both accounting and computer science, but had actually earned only the first.
A good book to read move from Delivering to Leading.
Happy Reading
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
How to Address HR Challenges Through 2015KamelionWorld
From the survey “Creating People Advantage” conducted by BCG and WFPMA in 83 different countries and markets, HR and other executives throughout the world identified the top future challenges. It appears that managing corporate and cultural change becomes a critical capability. Corporations that can meet these challenges will build and sustain competitive advantage.
We can help you build your intercultural challenges visit www.kamelionworld.com
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
How Stella Saved the Farm is a simple and logical book based on a story which narrates the learning process about making innovation happen. The book is divided in two parts and consists of total nineteen chapters. First part carries nine chapters and remaining are under the second part, which explains the conversion of idea into innovation and then great success. The story is about the competition of two farms one run and managed by animals (Windsor farm) and another by human beings (McGillicuddys farm). Windsor farm is working through change and innovation where the status quo is no longer good enough. Interestingly, in view of poor performance of Windsor farm McGillicuddy is hoping to take over the Windsor farm, but due to the innovations, Windsor farm crosses all hurdles and gets a remarkable status in the business.
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Can passion be taught? Can it be fostered? The answer is yes. But perhaps more accurately, a team leader must create the right conditions for passion to emerge. Those conditions must be nurtured, not unlike a gardener creating the right conditions for his plants to flourish. Make your job easier. Get the inside scoop on the secrets of success that motivate teams to top performance. In the matrix of workplace roles and responsibilities, managers are pivotal to corporate success. Yet a manager is often the unsung hero who must adapt to demands from all sides—and do so with little or no training, and without mentorship for the role. Learn from Dan Bobinski, who draws from 20 years of consulting experience, extensive studies of best practices, and the latest in neuroscience research. You'll learn the principles and methods top managers use to develop passionate, engaged employees who are dedicated to success. You'll be able to:
— Motivate without manipulating
— Turn mistakes into a fervent drive for quality
— Equip teams to enthusiastically adapt to change
— Create environments in which people strive for excellence—and more
Today's workforce requires managers to be more than just a person in charge. Creating Passion-Driven Teams show you how to tap your team's natural motivations and achieve consistent, sustained top performance.
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
"I'm the boss!"
It's a common mistake to think management is defined by formal authority—the ability that comes with a title to impose your will on others. In fact, formal authority is a useful but limited tool.
People Want More Than a Formal, Authority-Based Relationship with the Boss
Many managers—especially those who were achievement-driven stars as individual performers—don't even think about relationships. They're so task oriented that they put the work to be done and their authority as boss at the heart of what they do and assume they can ignore the human aspects of working with others.
The problem is that most people don't want your authority to be the be-all and end-all of the relationship. They want a personal, human connection, an emotional link. They want you to care about them as individuals. They want you to encourage their growth and development. Research tells us this kind of human relationship with the boss is a key factor determining an employee's level of engagement with the work.
We know of a small-company owner, a warm, decent woman, so pressed for time she consciously decided to avoid small talk at the office. She never opened up to people about herself or asked about their lives and interests. She didn't, that is, until her people rose up and expressed, through an intermediary, that they hated how she treated them. They wanted a real human connection with her, even if she was "the boss."
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
Value for the Reader :
The reader will walk away with a set of highly referred tools for increasing the personal & professional Mojo, which the author defines as “ That Positive Spirit towards what we are doing now that starts from the inside and radiates to the outside”
He defines his purpose as “ helping successful people achieve positive, lasting change in behavior “ . It is a real world advice embodied in simple processes for the reader to consider using that can improve his or her thinking , behavior and results.
Very thought provoking book and helps the reader to lead a happier, more purposeful and more productive life.
We attempt or avoid difficult conversations every day-whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success. you’ll learn how to:
· Decipher the underlying structure of every difficult conversation
· Start a conversation without defensiveness
· Listen for the meaning of what is not said
· Stay balanced in the face of attacks and accusations
· Move from emotion to productive problem solving
In the continual quest for sustainable growth, companies
have traditionally focused on the competition.
They have fought over the same customers, tried to
improve on the same benefits, and hoped to wring
profits from a shrinking revenue stream. In Blue
Ocean Strategy, professors W. Chan Kim and Renée
Mauborgne argue that the key to success is to make the
competition irrelevant. They offer a practical, tested
analytical framework that innovators in any sector
can use to create new, uncontested market space. In
this “blue ocean,” organizations can take advantage
of untapped demand and deliver powerful leaps in
value—both for their customers and for themselves.
Emotional Intelligence 2.0 , a self-help book by Travis Bradberry and Jean Greaves, provides a toolkit and guide for readers to increase their emotional intelligence (EQ), which the writers say can be a benefit in business and personal relationships.
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
THE Bhagavad Gita is an Indian spiritual text of about 700 verses. The classic takes the form of a conversation between Krishna and Arjuna. The book by Debashis Chatterjee weaves their beautiful battlefield conversation into a narrative on the problems faced by leaders such as Arjuna and the solution provided by Krishna from a perspective that is both compelling and contemporary.
In this book, Krishna guides Arjuna through the ABCs of leadership. A for authenticity or truth; B stands for Being, which is the fundamental raw material for becoming a leader; and C stands for Convergence, which a leader achieves between his or her current reality and his & her goal, or between a problem/ challenges and its solution.
In the chapter “Leaders are Masters of their Minds”, the book poses the question: How does one begin the conquest of the turbulent mind? Krishna’s prescription is to return to the calm and stillness of the real self. Self-image is characterised by change and anxiety while the real self stands still in intense observation.
Stillness is the power behind intense action. Timeless leaders have taught us the art and science of always being still. Timeless leaders succeed only by the application of stillness. A mind that is restless, anxious, and nervous always misses the mark. Only a steady, controlled, almost machinelike hand can shoot the arrow that hits the bull’s eye. Krishna speaks of being indivisibly one with one’s goal, even like the arrowhead that has struck into the target.
An undivided concentration naturally brings about an absolutely unshakable stillness. The journey towards self-realisation involves the disciplines of silence and solitude. The Bhagavad Gita tells us: “The unreal has no being: the real never ceases to be. The final truth about them both has thus been perceived by the seers of ultimate reality”.
In the concluding chapter, the book relates the plight of the modern leader stuck on the information superhighway. Krishna argues that the busy mind is a mob of unprocessed thoughts and emotions. The only way to deal effectively with this mob is to create distance between the mob and the observer, who can now see the mob without being part of it. This observer within the leader is like the screen on which a filmed drama is projected.
By reading this book or the summary you learn about
· Why Leaders are effective because of who they are on the inside –Being of the person.
· How to go the highest level of leadership by developing character qualities from the inside out.
· How true commitment inspires and attracts people.
· How to start and sustain the process of continuous personal growth.
The commonly held belief that life gets easier at the top is partly true. The loftier your role in a large enterprise, the more control you have over your day-to-day activities and more you are compensated for them. But the challenges also get tougher. For one thing, you are more visible. Your mistakes, and your ability to recover from them will be noticed. Also, fewer positions exist at that rarefied level. To advance, you have to either displace someone above you or create an entirely new business. Failure is not an option, unless you can make it seem like success. To manage all this with Integrity- that is a challenge indeed.
There are two ways to proceed. You can practice relentless discipline: curbing every impulse, making every moment count , and preparing diligently for each potential challenge. Or you can approach the world with insouciant savoir-faire, trusting that your charm and resourcefulness will get you through while making it all look easy.
At the heart of this book is a question about the proper way to live. To what extent must we lead disciplined lives to be powerful people? Is that discipline a matter of duty, compensation for the original sin of being imperfect, or is it a matter of joy, of calling forth the inner golden virtue that lies deep within all of us ? In Goldsmith’s eye, it is both- and it is both- an if you dare to take on the practices he recommends, you may come to agree with him.
John Maxwell’s “The 21 Irrefutable Laws of Leadership” is a book that I have found quite helpful in measuring my own personal growth in leadership abilities, as well as in finding the areas where I struggle or need to grow. The premise of this book is not to say there are only 21 principles concerning leadership. That idea is clearly false, proven by the number of leadership books, articles, blogs, and podcasts available today. Rather, accord to Maxwell, there are 21 “laws” to leadership that are universally true no matter where one may lead in any culture or area of society. (Note: Sociologists generally agree that there are 7 “areas of society” which are business, government, media, arts and entertainment, education, the family, and entertainment.)
Since each chapter of this book discusses one of the leadership laws, it will be most beneficial for this book review, to walk through theses laws one at a time.
Basically this books is about to how hire good talent. The main point is about the correct questions –Not WHAT, but WHO. This mean that we should think about people first of all, try to find only best candidates.
The main challenges we face are
• Don’t clearly represent the duties of the employee in the role or declared position or a new position.
• Not enough suitable candidates
• Not sure in an ability to choose the best candidates
• Lose good employees.
The best acquisition process consists of 4 Steps
• List of goals for the role we are hiring – what we expect that role to deliver – outcome.
• Source
• Selection
• Closing the deal
The Selection or interview process is the KEY to Success where we need to invest quality time and right interview panel
• Screening interview
• Qualification interview
• Focus interview
• Interview with recommenders
Playing safely is not safe in today’s fast-paced competitive business environment. An individual, who seeks to stand out from the mob and practise novelty in highly uncertain business climate, works beyond the limits. Whitney Johnson has used the term “Disruption” – to understand why some individuals succeed in outstanding ways.
The title of the book i.e. “Disrupt yourself” inspires us to make the jump onto new learning curves, innovate, and stay at the top of the game. It shows the inconceivable value of recognizing what you are good at and finding unpredicted ways to use those strengths to the marketplace. The dramatic ‘jumps’ that Johnson encourages us to take truly form the basis of creativity and success.”
“The author has made an attempt to apply the lessons of disruptive innovation to personal growth. She shows us how to pursue roles suited to our own strengths, to follow our own unique and innovative way of thinking and doing – and to significantly increase our efficiency, creativity, and happiness.
For professionals navigating negative Corporate karmas, Leadership Lessons from the Bhagavad Gita offers a way forward for overcoming self-defeating habits and managing the mind’s negative chatter that is often the main obstacle to effective leadership. By promoting a leadership approach of caring for followers, stakeholders and future generations, the book offers hope for harmonious workplace relations and a protected environment.
Based on leadership by inspiration as opposed to leadership by control, Leadership Lessons from the Bhagavad Gita provides an alternative to conventional leadership. Particularly, in the times we live, where there is a crisis of faith in leadership, the insights from this book presents a vision of linked-leadership—leaders who are linked through loving-connection or bhakti-yoga with themselves (through self-knowledge), with other beings, with nature and with the supreme source. As exemplified by Krishna taking over the reins of Arjuna’s chariot, the crux of this book is leadership, not as a title or position, but as a commitment to service, excellence and virtuous character that motivates and inspires others to pursue the same
1. Some Impressionistic takes from the book
of Ram Charan, Dominic Barton & Dennis Carey
“Talent Wins“
by Ramki
ramaddster@gmail.com
2. About Authors
Dominic is the global managing partner of McKinsey & Company. Since joining the firm in
1986, he has advised clients in a range of industries, including banking, consumer goods, high
tech, and industrial. Before becoming global managing director, he was McKinsey’s chairman
in Asia from 2004 to 2009, based in Shanghai, and led McKinsey’s office in Korea from 2000
to 2004. Dominic leads McKinsey’s work on the future of capitalism, long-term value creation,
and the role of business leadership in society. He has authored more than 80 articles on
capitalism, leadership, financial-market development, Asia, history, and the issues and
opportunities facing global and Asian markets, and is the coauthor of three books
including Reimagining Capitalism.
Ram is a world-renowned business adviser, author, teacher, and speaker who has spent the
past 35 years working with CEOs, boards, and executives of the world’s top companies.
Formerly on the faculties of Harvard Business School and Northwestern University, he is the
author of 25 books that have sold over 2 million copies and have been published in over a
dozen languages, including the best-selling Execution, Confronting Reality, and The
Attacker’s Advantage. In addition to advising and coaching leaders, Ram serves on a number
of boards.
Dennis is Vice Chairman of Korn Ferry, where he recruits board directors, CEOs, and their
direct reports. He has placed and assessed some of the most successful CEOs and directors
for over 75 leading companies in the Fortune 500. He founded several forums for chairmen,
CEOs and c-suite executives including The Prium, the CEO Academy, and Academies for
CFOs and CHROs of Americas best-managed enterprises. He has published four books and
over 50 refereed journal articles. His most recent book, Boards That Lead, coauthored with
Ram Charan and Mike Useem, was cited as book of the year by Directors & Boards
Magazine. Dennis also teaches corporate governance at the Wharton School of the
University of Pennsylvania. He has served on both public and private technology boards.
3. Talent management, or the Management of a company’s human capital,
has traditionally been delineated with multilevel organization charts that
assign levels of authority with lines of responsibility.
In their new book, Talent Wins: The New Playbook for Putting People
First, Ram Charan ( World renowned Business Consultant) Dominic
Barton (Global Managing Partner of McKinsey and Co.) and Dennis Carey
(Vice Chairman of Korn Ferry) argue that such an approach should be left
back in the 20th century.
HR processes and development plans that assume predictable
environments for years ahead now have the potential to seriously
undermine the future growth of an organization.
To survive in today’s “agile, digital, analytical, techno- logically driven
strategic environment,” the authors argue, requires a completely different
playbook. The acquisition, management and deployment of human capital
must be approached with the same rigor as is the management of financial
capital.
Prelude
4. The New Definition of TSR
The board of directors of any commercial venture is usually
focused on one primary goal — total shareholder return
(TSR).
That commitment typically includes an acknowledgment of
the importance of people in achieving that goal.
In order to successfully manage the transformation to a
talent-first organization, a new definition of that TSR goal is
needed: Talent, Strategy and Risk.
This may seem, at first glance, nothing more than
wordsmithing to use an existing acronym, but the reality, it is
argued, “entails a profound, company-wide shift in mindset,
attention, energy and the content of work.”
The Transformation process down into seven actionable
steps:
5. The New Playbook for Putting People First
You, The LeaderAlignment at the
Top
Individual TalentThe
Organizations
Forge the tools
of
Transformation
Energize the
Board
Design &
redesign the
work of Org.
Reinvent HR
Scale up
Individual talent
Create an M&A
A Strategy for
Talent
Drive the
Talent
Playbook
6. 1. Forge the Tools of Transformation
The time has come for every CEO who wants to succeed in his
job to take charge of talent.
Talent has never been more important to the success of the
corporation.
Talent is king. Talent, even more than strategy is what creates
value.
A people first company relies on the work of small cross functional
teams that come together. Flattening the organization will stimulate
creativity and personal growth. It creates speed.
First, build a core executive group — the “G3” -— of the
CEO, CFO and a CHRO.
Second, identify the “critical 2 percent” of your talent in the
organization (who may not necessarily be your top-tier
people).
Third, invest in the best “talent technology” (software-
applications examples are provided).
7. By putting finance and Human capital on equal footing, the G3
will change the way and sequence in which these critical
matters are discussed.
You need the support of the critical 2 pc in the organization to
succeed, the very best.
Transforming your company into a people first organization is
an arduous., time consuming job.
8. The First step- CFO & CHRO must be star performers who
can learn from each others language & dive into the business.
Talent sync with capital.
The Second step -G3 meets regularly with an agenda of
meaningful, actionable items on human capital.
Identification & understanding of the superior value creators of
the company- the critical 2 %.
Map unlikely people creating unlikely value in unlikely places.
The Third step – Technology to support talent driven
transformation.
Working with CIO who truly understands the business.
Getting Started
9. 2. Energize the Board
According to a 2014 survey of the national association of
Corporate Directors, two thirds of companies have no formal
succession plan
The role of the board is often underplayed in discussions around
talent. A committed board can help you recruit, maintain and retain
your critical 2 pc.
Energize the board through reorganization and
reprioritization to embrace the new TSR.
One example: Refocus the “compensation committee,” which is
traditionally focused on Senior executive compensation, as a
“Talent committee” that manages & Leads the compensation of
the “Critical 2 percent.”
Many forward thinking companies have a people committee.
10. A talent driven value company will design the
organization for agility, it will think platform ,
not structure, will make work meaningful and it
will understand the social architecture.
11. The First step
Reintroduce the board your CHRO.
Do they know him/her only as “ People Person” or a critical
strategic partner of yours ?
Let the board know you are leading the transition via G3 in
which CHRO is full and equal partner with you & CFO.
CHRO invests full time with the board to demonstrate his or her
understanding of the business.
The Second step
Rename the compensation committee and refocused as the
talent & rewards committee.
This aligns directors with your effort.
The Third Step
Insist on reviews of critical 2 %.
CEO’s succession and diversity become agenda of the board.
The Fourth Step
Encourage the board for support .
Investors wants to hear great results- this assures investors.
Getting Started
12. 3. Design & Redesign
Design and redesign the work of the organization to “create
a more horizontal, flexible structure that connects &
multiplies talent.”
A company’s talent story is not about stars, in a turbulent world, it
can signal stability.
When strategy was paramount, organizations were designed for
control with little attention to velocity of decision making.
In an unpredictable world, reorganization is a way of life. All
leading companies must have three elements – they must be
organized for agility, for platforms and networks and for meaning.
Agility is often seen as the opposite of stability. True agility will
make your company stable than a traditional hierarchical
organization
Talent-first organizations have no room for fiefdoms or power-
grabs.
13. Haier CEO
Haier CEO Zhang Ruimin says that today’s CEOs must learn how “to
lose control, step by step.”
That’s a challenge for anyone comfortable with top-down leadership. But
note the second half of Zhang’s quote: “step by step.”
Leading a talent-first organization is something that must be managed
incrementally.
The steps it requires—alignment at the top; continual development of
talent; a commitment to link talent and strategy; an agile, flexible
corporate structure; and others that we discuss in our book—are each
important.
But built one upon the other, they trigger a multiplier effect that can
exponentially increase the value that talent delivers to the organization.
The great promise of leading a talent-first organization: seeing new ideas
lead to even better new ideas, watching the creative thinking that’s been
enabled amplify itself across divisions and varying levels of seniority and
expertise, and reaping the benefits of explosive value that arises from
expected, and unexpected, parts of the company.
14. The First Step
Design your organization for Agility.
Ability to adapt swiftly to the unpredictable trends that disrupt
and reshape your industry.
Backbone- Structure, Processes & Governance supporting
dynamic teams
The Second Step
Think platforms & not structure.
What structure will spark the ingenuity of your group of talented
people ?
The Third Step
Make work meaningful
A sterile workplace will never capture the full potential of any
truly creative person.
The Fourth Step
Understand your company’s social architecture, measure &
monitor.
Designing & redesigning is ongoing process
Getting Started
15. 4. Make HR a Source of Competitive Advantage
Reinventing HR begins at the top. The CEO must work hand in
hand with a CHRO he fully trusts.
This involves more than just giving HR “a seat at the table.
” Managing human capital as effectively as financial capital
demands a CHRO “who is as committed, talented and empowered
as the CFO.
” If HR is to be the new creator of value, the traditional
administrative tasks , workflow and challenges must be automated
or outsourced.
If your CHRO is not a first rate Business leader whom you can trust
, your company’s HR department will never become more than
source of an administrative support.
16. Make HR a Source of Competitive Advantage
A good Leading CHRO of Talent driven Organization
1. Excellence in judging people and matching top performers to the
jobs they most value.
2. A sixth sense for diagnosing how an organization is functioning.
3. The intellectual curiosity to search for external talent.
4. Leadership through development in line roles.
5. The capacity to be part of the G 3 on capital decisions in which
talent can be the difference between success & failure .
6. No desire to accumulate power for prestige or ego.
7. The courage to promote young talent over the veterans, to
sustain and motivate an organization in perpetual change, to
speak with candor, and to disagree heartily with you. the
sensitivity to work with the CFO and CEO.
8. The acuity & sensitivity to work in sync with your CFO,
transforming that two-person relationship into your most
powerful tool.
17. Most of HR data is backward looking, reporting
on the past performance of talent. We may be
in the era of predictive analytics now.
CHROs of the new generation see that HR is a
field where creative leaders can have a real
impact o the business.
18. HR has two components, one that focusses on strategy,
spending its time on leveraging talent and the second that
spends its time and resources focusing on operational and
transactional HR functions.
CHROs of the new generation see that HR is a field where
creative leaders can have a real impact o the business.
Many companies, the obligatory transactional work drains,
time, energy and resources from strategic work.
19. Streamlining the transactional part of HR without investing in
the strategic side is a recipe for disaster.
In a talent driven company, the advisory business partner
role should be replaced by one which someone can drive
strategic talent decisions, we call him/her a talent value
leader.
CHROs typically get paid about 60 % of the CFO salary.
So, if we want to up HR, we need to get good CHROs and
pay them well.
20. Reinventing HR begins at the Top.
You and CHRO should answer two questions
Does your HR function have the technological firepower it
needs?
Does your HR function has the intellectual strength to add
insight to the date that HR software puts at your fingertips.
HR should be equipped with predictive capabilities to manage and
lead the top performers and shape their career paths.
HR people are hired & promoted for their ability to execute important
administrative challenges professionally.
This is not enough. CHRO should make HR function as valuable as
any other business function in the company.
Getting Started
21. 5. Unleash Individual Talent
Skill obsolescence is a nerve-racking reality for employees and
executives alike.
Talent development must be more reflective of the individual needs
of the employee to maximize value creation, rather than following
training roadmaps for established boxes on the organization chart.
Training cannot be a sideline enterprise at a talent driven company.
You need a culture across the entire spectrum that understands
digital.
When companies hire from outside, they do so without considering
how the outsider will disrupt current culture and how the current
culture will accept or reject the new person.
22. A few years ago, Facebook CEO Mark Zuckerberg decided that
his company had to make a dramatic shift from a desktop
business model to a mobile one.
Zuckerberg’s vision was clear: He told product teams, “Come in
with mobile.
If you come in and try to show me a desktop product, I’m going to
kick you out.” That clear vision, of course, guaranteed nothing: the
CEO graveyard is full of visionaries who fell back to earth when
their teams couldn’t deliver.
But Facebook did deliver.
Every product team got a mobile developer.
Desktop products in development were simply dropped. The
teams delivered a slew of mobile offerings.
Not all were hits, but enough made the cut—by the end of 2016,
mobile accounted for 84 percent of the company’s ad revenue.
23. Agile organizations built around empowered
teams are the best way to constantly and nimbly
match the right talent to the right strategic
initiatives.
24. 6. Create an M & A strategy for Talent
Pursue new talent with the same efficacy with which you would
pursue a potential business acquisition.
CHRO as central to M & A similar to CFO .
As your eyes onto the outside world, the CHRO can point you
toward the talent you need. CHRO should advocate the M & A .
See trends of hiring and steer the organization towards startups
that have the best talent in developing fields.
CHRO should lead a talent audit of the company during
acquisitions. CFO is involved in financial audit and in the same
token CHRO should lead the talent audit. G3 should draw a
blueprint of what the combined company will look like.
25. 6. Create an M & A strategy for Talent
CHRO should lead the battle to retain the new 2 %. Talent
retention is critical in any take over or merger. CHRO should
assuage everyone’s worries.
CHRO should direct the armies that are going to make the
merger work.
CHRO will neutralize the snippers. Identify the snippers and
either change their behavior or remove them. Flip side of
managing critical 2 %.
26. 7. Drive the Talent Agenda
Mindset
The central premise of talent-driven organizations is that talent drives
strategy, as opposed to strategy being dictated to talent.
The wrong talent inevitably produces the wrong strategy & fails to
deliver.
As we plan next two to three years , looking at what numbers we will
deliver, what funding we will need, and what capital structure makes
sense, the CFO will be at your side.
It is important to bring the CHRO into that loop at the start not as an
after thought.
Bring talent into quarterly business reviews, and review your top
employees at least that often.
27. Drive the Talent Agenda
Questions to consider
Looking two or three years ahead, will your 2 percenters have
the critical skills you need ?
If not, do your competitors have 2 percenters have those skills ?
If your top people are in something of a slump , Why ?
Has the new technology lessened the importance of their
existing abilities ?
Is organizational structure in getting in their way ?
These questions and decisions must drive your thinking and
actions.
28. Masahiko Uotani-CEO –Shiseido
Masahiko has been transforming the 150 year old –Japanese
Cosmetics company . Worked earlier in Coca-Cola.
His first priority was recruiting- Believes People lead strategy.
He looks are 3 thinks
Subject expertise
The ability teach others
Develop new leaders.
Kokorozashi- Willingness to share the company’s commitment .
If personal determination is missing in the leaders even if he or she
is great strategist or technical person we will not take him/her on
board.
29.
30. Consumer tastes are changing faster than ever.
Competitors are sharper and more efficient
than ever.
Technology threats arise faster than ever.
Talent, armed with skills of the future is in
demand more than ever.
31. Peripheral vision is a deeply misunderstood
skill that has never been more important.
Technology breakthrough can come from
anywhere, industry boundaries are blurring,
recruiting is a global endeavor now.
33. The central premise of a talent driven company
is that talent drives strategy as opposed to
strategy being dictated to talent.
34. A talent driven company built around small
teams does away with the command and
control structure of hierarchical organizations.
35. The CEO is the best talent scout for a
company. He has to play that role given the
high visibility with customers, investors and
partners.
36. Hold weekly meetings with the G3 to steer the company.
Stay constantly involved with those in your critical 2
percent. CEO should personally know them. CEO should
personally sponsor many of them. And CEO should
constantly be looking outside the organization to add to
their ranks.
Put talent at the center of the board agenda, right up there
with strategy and risk and compliance issues.
When making any strategic move, start with the talent
implications—you must know which leaders will drive value.
Pay as much attention to developing and executing the
talent strategy as you do to product strategy or competitive
strategy.
CEOs Agenda:
37. Three key questions to ask continuously are:
1. Are our company’s talent practices still relevant?
2. How can we utilize, develop, and recruit to deliver greater
value to our customers, and do so better than our
competitors?
3. Do we have the right approach to talent – and the right
HR – to drive the changes we need to make?