Welcome to part two of our five-part series on Connecting Talent to Value.
Previously, we talked about developing your value agenda in order to bend the curve dramatically upward. Now it's time to figure out precisely what roles have the most potential to deliver on this ambitious vision. During this process, we might find these key roles are not sitting nicely in the hierarchy where we thought they would be.
Welcome to part one of our five-part series on Connecting Talent to Value.
If you’re a CEO, chances are somewhat slim that you know exactly which roles in your organization are absolutely critical to realizing your company’s value agenda, who you have in them, and how well they are doing. In these times of disruptive change, can your organization afford to remain in the dark about what's really driving value?
Your job as CEO here is to select the one thing that the company can do now that will have the biggest impact on inertia and do that first. Personally sponsor the initiative if it will deliver some of the highest value in your sequence. Power it up with a FAST team. Hold the senior executive leading it accountable for getting it done well and quickly.
Do you know what the secret ingredient is in every Mobilization success story?
People are excited about the bold ambition you’ve declared for your company. But is the organization ready and capable of executing your strategic choices?
Ever since my ﬁrst day at work, I’ve been aware of the importance of leadership to making things happen in time. As a Coast Guard line ofﬁcer back in the 1970s, I witnessed the impact of a leader’s decisions in life-and-death scenarios on a daily basis. More than once, I found myself wondering what lives might have been saved if I could have seen the bigger picture sooner and mobilized our team to be a bit sharper, a bit more faster and agile in their responses. For the last three decades, I’ve seen that it’s the same in business.
You’ve got great people—but are you realizing their potential? CEO.works founder Sandy Ogg explains why companies must link talent to value, and what that means for the role of HR.
As CEO, you are the one person who can launch your company’s Mobilization. But moving a great ship of state in a new direction to create and capture value is not a one-person job. Mobilizing an entire company requires more energy than just you alone can provide.
Nowhere are a CEO’s powers of judgment and discernment as important as they are here. Strategic choices are the big bets that will define the future of your company. Carve out a series of choices that the company cannot do in time, given its capabilities and capacity for change, and you set everyone up—including yourself as CEO—to fail.