Review of Talent Wins

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Rating

8 Overall

9 Applicability

6 Innovation

9 Style


Review

A powerful trio – a heavily sought-after CEO strategy adviser, the leader of a foremost strategy consulting firm and a senior executive from a major HR services company – unites here to discuss talent. Business strategist Ram Charan,  executive Dominic Barton and consultant Dennis Carey believe that talent trumps finance; in fact, they say, talent has become strategy – a mind-set that drives today’s successful organizations. Writing in the tone of a personal letter to CEOs, the authors advise leaders and board members to spend at least half their time and effort on people issues; to elevate HR to their firms’ highest and rarest decision-making circles; and to field a “Chief Human Resources Officer” (CHRO) with nearly as much influence as the CEO.  

This new work is a persuasive addition to HR’s business case for taking on greater responsibility and a higher role in the corporate echelons. getAbstract believes the authors’ counsel will enrich all leaders, board members and ambitious HR professionals. 

The authors offer the following lessons and insights:

About the Authors

Ram Charan advises CEOs from the world’s largest firms. Dominic Barton is the managing director of McKinsey, and Dennis Carey helps run Korn Ferry as its vice-chairman.

 

1. Firms can no longer succeed through financial management alone.  

Charan, Barton and Carey almost describe their own learning experiences as they point out that even though business and the economy changed profoundly in the past decades, most organizations remain structured to address last century’s challenges. The authors’ most important point — which they repeat throughout – is that the depth and quality of talent, and how you manage talent, differentiate successful firms. Financial management remains important, but in an era of cheap and abundant capital, it doesn’t differentiate. The authors join legions of thinkers and gurus before them in stating that talent has become strategy, and that CEOs must include talent management among their direct responsibilities and highest priorities. 

2. Organizations must transform their cultures around talent.

Today’s most celebrated and successful firms practice exceptional talent management. They hire, onboard, retain, inspire, develop and utilize their talent more adeptly than traditional firms do, and enjoy reputations as places where innovative, motivated people want to work. This provides an enormous advantage in getting and retaining top talent. Most workforces suffer disengagement. Most contain unhappy people with whom you can’t succeed. Changing that culture requires significant work.


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