I never imagined a future in which I would be forced to give up traveling for work. But now, after having adjusted to the realities of COVID-19, this road warrior wonders if he will ever travel to an in-person client or team meeting again. Not only is it dangerous for everyone involved, but operating in this way wastes huge amounts of time and energy. And it contributes significantly to pollution. There will need to be a very compelling reason to take the risk and expend the energy to get on a plane again.
The significant uncertainty and chaos created by COVID-19 have dramatically impacted the global economy. Even before the virus hit, CEOs were more pessimistic and less confident about the future revenues of their companies than even a mere two years ago. We believe the wisest business response involves anticipating what will be valued tomorrow—and reducing the time it takes to deliver that value at speed.
Welcome to part 1 of our New Work of HR series.
In this 6-part video series, our founders Sandy Ogg, Sumeet Salwan and Shefali Salwan discuss the new work of HR. This new work requires us to focus our attention on Talent Management, Organization Shaping and connecting talent — and values — to value. In part 1 of our series, Sandy and Shefali consider their perspectives on Talent Management and Performance Management within the context of the Jobs To Be Done, the pre-defined jobs that will deliver the value outcome as specified in the Role•Talent Card.
Sandy Ogg and Shefali Salwan discuss how HR leaders can elevate their function by understanding the value of getting the right talent in critical roles.
There appears to be a shift occurring in the private equity world. Sumeet Salwan refers to this as, the rise of the operating partner. I think it’s important to examine why there is now a sudden interest in the operating side of the business.
Today’s revolution is liquidating command-and-control leadership. We see a new paradigm emerging among leaders of insanely great companies: a demand-oriented, “spark-and-speed” way of leading that is characterized by these six organizing principles.
The Silent Killers of Speed and Innovation: Linear thinking and overcommitment
In a demand-driven economy, speed and quality matter. If your competitor can deliver a good solution within four hours, you’d better be delivering an insanely great solution in three. So don’t get complacent about execution. Keep watch for these two opposing silent killers.
Welcome to the final part of our Connecting Talent to Value series.
Now that the value has been identified, the roles have been determined, the right talent placed in those roles and we've factored in the risks, it's important to remember that our work is not yet complete. Value Coaching is an ongoing process that requires adjustments along the way in order to generate and maintain an upward trajectory.
Welcome to part four of our five-part series on Connecting Talent to Value.
No high-stakes venture would be worth undertaking without first considering the risks involved and determining if and how those risks are to be mitigated. We want to bend the curve upward, not the other way around so we use a simple traffic-light system to clarify the dimensions of risk.
Welcome to part three of our five-part series on Connecting Talent to Value.
Now that we've figured out which roles in the organization will deliver on the value agenda it's time to begin filling those critical roles with the right talent. But, before we rush in, we need to carefully examine the processes typically used in a standard talent search because these are no ordinary seats that need to be filled.