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John Moore over at Brand Autopsy writes a pithy summary of an article on Steve Jobs (Good Steve, Bad Steve by Fortune, March 17, 2008) . It's worth the read as he provides capsule insights on topics such as:
- Being innovative
- Connecting with customers
- Staying focused
- Managing people
- Hiring talented people
Thomas Friedman writes that the technological forces of globalization are making the world flat. Richard Florida's research indicates that the world is actually very spiky - that the benefits of globalization are unevenly distributed globally.
Cal Berkeley's AnnaLee Saxenian has a clear vision of how the global economy is being transformed, and she has revealed it in The New Argonauts (2006, Harvard University Press).
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...one last word of advice: build on the ordinary and expect the extraordinary. Build your team of people around the talents and skills of the ordinary person, not just around the special skills and talents of those few extraordinary people. After all, there are many more ordinary people - more [...]
C. William Pollard
Dan Wooldridge, on biblical leadership comparing McKinsey & Company research on The War for Talent with Malcolm Gladwell's The Talent Myth. In contrast to both is Civil War era pastor, E.M. Bounds on the need for better people; people God can use
Jeff Howe is a contributing editor at Wired Magazine, where he covers the entertainment industry, among other subjects.
The war for talent is something that every organization fights. Dan Wooldridge explores the difference between recruiting people and attracting people to your company.
White papers, presentations, case studies, webcasts & blogs relevant to your job.
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Like Jason’s mythic quest for the Golden Fleece, the new economic landscape is being conquered less by policy makers, global investors, and multinational corporate behemoths than by legions of modern day Argonauts –
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One of the unique traits that makes humans unique, different from animals, is our ability to use our skills and talents to shape material things to reflect our individuality - and when we do this, we create property. Material things in and of themselves are not property; they become property only when humans creatively find ways to use them productively. [...]
Charles Colson
The World Baseball Classic is just one more example of the effects of globalization, not only on sports, but also on business. Major sports are truly global, leading the way in new business thinking about the role of international talent.
Measuring Up 2006: The National Report Card on Higher Education, a study by the National Center for Public Policy and Higher Education, underscores what a September 2006 New York Times editorial characterized as "ominous trends." No kidding
Judging by a recommendation from Ted Lucas and AnnaLee Saxenian's body of work, I'm moving The New Argonauts to the top of my reading list.
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Leadership of our businesses will increasingly focus on the strategic need for talent. The current demographic shift is creating a situation in which the majority of jobs being created require skills possessed by 20% of the workforce.
Innovation happens on the foundation of good relationships...when there is a high level of talent diversity but at the same time a willingness to link up with other people who can complement one another. From this unity and diversity, people are able to be far more creative than if they only work alone.
Recent statistics regarding CEO pay have renewed interest in the debate over how much is too much for a companies' top execs. What is often overlooked in the debate is what impact CEO pay has on the company culture.
Dan Wooldridge writes on the challenge for small and mid-sized businesses to think and act more innovatively about employee retention issues.
Leaders of successful companies share a relentless appetite for talent.
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So greatness requires extraordinary hard work on a sustained basis. But some people, even those who also have high levels of natural talent, who do the hard work over a period of years, fail to break through and attain the level of greatness they hoped to achieve. What's missing?
James M. Citrin
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