Twenty-first century companies are in great need of innovative leaders. They need men and women who know how to put new ideas to work effectively and responsibly in every corner of their organizations. They need people who will define what's next in our markets and societies. But that doesn't mean...
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.
Move from a static, administration-heavy, compentency & performance based talent management system to a dynamic, innovation oriented, cool-sounding talent locator and accelerator,
The idea of this hack is simple but a bit revolutionary—institute systematic rotations for managers in a particular role, which would in effect position-specific set term limits for upper and middle m
From a five year study of HR practice in talent management and succession planning, one conclusion is clear -- most of the charts, competency frameworks, nine box grids and other paraphernalia (for wh
HCL Technologies overhauled its annual business planning process, turning it into an opportunity for a) grooming future leaders, b) pushing the envelope of organizational transparency, and c) leveragi
For all of the billions organizations invest each year in “leadership development,” a criminal amount of human potential is left on the table. Training and development programs almost universally focus factory-like on inputs and outputs: absorb curriculum, check a box; learn a skill, advance a rung...
Over the years I've participated in countless strategic planning projects, having spent several years as a management consultant and then as a member of the executive team of several public companies.
