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Insights on business leadership, talent & growth.

Our mission here at CEO Works is to help enterprises around the world achieve Talent to ValueTM.

Talent to Value is the game-changing talent management practice at the heart of our firm. “Achieving talent to value” is a matter of, first, dynamically and iteratively connecting the organization’s ambition to five to seven value hotspots; second, connecting these value hotspots to activity systems and the vital few critical roles that drive value delivery; third, “clicking” the right talent into each and every one of these forty to fifty critical roles (what we call roletalent combinations); and, finally, washing out the execution risk through a precise transformation framework.

Posted by ceoworks.com on Mar 15, 2021 12:00:00 PM

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By Bill Allen and Dhaval Bhagat

Heading into this next decade, all eyes are on HR to navigate us through the complexities of our post-pandemic reality.

Posted by Bill Allen on Jan 20, 2021 9:30:00 AM

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“We have bigger things to do right now than focus on value.”

This is what I have been hearing in many of the conversations I’ve been having with private equity owners and operators in the last while. We live in strange times indeed when value (traditionally expressed as market cap), an all-encompassing indicator of success, takes a back seat.

Posted by Hein Knaapen on Oct 15, 2020 9:30:00 AM

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Like most CHROs, I have spent all of my career operating within the universe of talent management. The established, widely accepted practices and processes of talent management, many of which are highly consensual, have stood me in good stead. In fact, I and my C-suite partners have only ever had one serious concern when we look at our well-equipped HR departments: how we manage talent isn’t always linked tightly with what is relevant to the company’s performance.

Posted by Hein Knaapen on Aug 12, 2020 3:44:53 PM

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It is up to you as CEO to calm the chaos and focus your organization’s people and resources on values-based value creation.

Considering the number and scope of the decisions you have to make these days, it’s probably not even humanly possible to look at everything being brought to you. The reality is that the important, urgent issues being thrown at you are not going to stop. The emotions being stirred up are not going to subside quickly. Spreading yourself thin to cover everything won’t get you or your company far in this day and age. What you need is leverage.

Posted by Hein Knaapen on Jul 30, 2020 10:04:59 AM

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By Dan Lee & Dhaval Bhagat

This question prompted an outburst of spontaneous, lighthearted laughter last month at one of our New York Value CoachingTM workshops. Even though not everyone in the room was a Human Resources professional, everyone understood that the fundamental tools organizations have been using to manage talent are artifacts of yesterday’s stable, predictable world.

Until sometime right around now, vintage tools like resumes, job evaluations, engagement surveys, 9 boxes and performance bell curves stood us in good stead. Each of them was, at one time, an innovation. And that innovation served a purpose.

Posted by Dan Lee on Mar 27, 2020 9:00:00 AM

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Welcome to part 3 of our New Work of HR series.

In the last installment of the series we discussed the concept of democratizing Talent Management – taking the energy that goes into placing and grooming “Top of House” talent and applying it deeper into an organization. Part 3 discusses the challenges of "democratizing" the talent management process in large organizations.

Posted by The CEOworks Team on Feb 27, 2020 10:00:00 AM

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Welcome to part 2 of our New Work of HR series.

In part 1, our Founders considered their perspectives on Talent and Performance Management within the context of the Jobs To Be Done. Part 2 builds on these insights by exploring how Talent and Performance Management practices must change in order to meet today’s demands of greater impact and growth.

Posted by The CEOworks Team on Nov 19, 2019 9:00:00 AM

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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.

Posted by Sandy Ogg on Dec 1, 2016 9:00:04 AM

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Mobilizing a company to achieve significant, sustainable shifts in performance is hard work. More often than not it involves transforming the organization so that it can move faster than it has before. The odds, however, are often stacked against CEOs.

Posted by Sandy Ogg on Oct 28, 2016 9:21:47 AM

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