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 role•talent combinations); and, finally, washing out the execution risk through a precise transformation framework.
You’ve just been offered the CEO job at a multinational corporation and it looks like a great opportunity. The position plays to your strengths, expands your network of influence internationally, and advances your long-term career plans. But are you ready and willing to face the risks inherent in the design of this particular role?
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.
“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.
Is it possible to scale global startups fast enough when windows of opportunity are tight and capabilities need to be supercharged overnight?
That is the question leaders of the LIVEKINDLY COLLECTIVE, a global plant-based foods company, and CEO.Works, the “Talent to Value” firm, were discussing in late spring 2020. “Executive talent sharing” is the modern and practical solution they came up with to address the problem of scarce leadership talent in these unprecedented times.
Throughout my three decades in human resources and executive coaching, I have worked closely with high caliber talent to unlock their potential for optimal performance and engagement at work. My goal for each client is to coach value into existence by Connecting Talent to Value™. This value refers to the value agenda set by leaders to drive a company’s bottom line, or the organization’s intended impact.
I have seen many scenarios where it’s clear that someone has exceptional skill and ability and an excellent performance track record to go with it. Then a role change takes place, and the candidate struggles to realize the performance they achieved in the past.
Value Coaching Insights
with Steve Courington
Steve Courington, in his role as Head of Global Talent Management for a multinational pharmaceutical company, oversaw the introduction of the Talent to Value process across the enterprise. He worked with a cross-functional team to focus on 55 enterprise roles (for which he personally worked on 15 Role•Talent Cards) that were critical to the success of the $50B pharmaceutical. The future value creation from these roles had the potential to increase the company by over 30%. We caught up with Steve in April 2020, a few months after he had assumed a new role as Vice President of Talent, Leadership & OD at Goodyear®.
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.
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.
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.