Showing posts from January, 2018

Economics of Talent

Vikram Bhalla ,  Susanne Dyrchs  and  Rainer Strack  of the  Boston Consulting Group  predict a tsunami will hit work as we know it soon. The projected tsunami takes the form of four megatrends – two affecting the  demand   for talent  and two affecting the  supply of talent . Thus, we are back to Economics 101 except that the megatrends will change the very nature of work in ways that are way beyond imagination. The classic paradigm of management is about to undergo a sea change. Planning, Organizing, Leading, Performing, Recruiting, and Engaging employees will never be the same again. Organizations that are quick to adapt will flourish. Others will perish. Two large clusters of waves will drive the demand for talent: 1.     Technological and digital productivity – this cluster has automation, big data, advanced analytics, and access to ideas and information as the configuration. 2.     Shifts in the manner of value creation – this cluster has the challeng

The Symphonic Enterprise

A renowned music conductor once said that an orchestra full of stars can be a disaster. There is no reason to believe that the maestro was speaking metaphorically. His observation suggests something universal: Without unity and harmony, discord prevails. Many organizations that are being turned upside down by technology innovation are no strangers to discord. Digital reality, cognitive capability, and blockchain are redefining IT, business, and society in general. Organizations typically responded to such disruptive opportunities by launching transformation initiatives within technology domains. Domain specific cloud, analytics, and big data projects represented bold, even if single minded embraces of the future. C-suite positions such as “Chief Digital Officer” or “Chief Analytics Officer” reinforced the primacy of domain thinking.  A renowned music conductor once said that an orchestra full of stars can be a disaster. There is no reason to believe that the maestro wa

Challenges in Organizational Culture

Culture and organizational performance are inter-related. Organizations that espouse a positive culture on a foundation of shared values have a competitive advantage. Research also shows that people who find their need for meaning and purpose as being met at work exhibit higher levels of performance and expend higher levels of discretionary effort. Culture is also a powerful driver of engagement, which has been linked to better financial performance. How confident can leaders be that their efforts to disseminating organizational culture are reaching all their people? The twin challenges in creating purpose and connections across the entire human capital arise out of two new developments: 1.     Technology allows more and more people to work remotely, physically removing a portion of the workforce from the corporate or local campuses where people used to congregate. 2.     Contingent or “off-balance-sheet” workers are making up a growing portion of the workers –