Overcoming the Complexity Within

With the onslaught of "big data", it is increasingly important to focus on priorities and to break down  complexities into actionable / executable steps.  So many people and organizations seem stymied by complexity - this article provides thoughts on getting "unstuck".  I particularly like the thought "can we explain our plan to others"? 

http://blogs.hbr.org/ashkenas/2013/04/overcome-the-complexity-within.html

Holistic view of the Talent Pipeline

In 2011, as the interim Global Talent Management Leader for Equifax, I wrote a position paper advocating a holistic approach to talent management and the talent pipeline.  I believe that Talent Acquisition, OE/OD, Learning and Development and Hi-Po/Executive Development must work succinctly in order for there to be a healthy pool of qualified talent in an organization.  Ideally, those functions should sit under one umbrella, reporting to one leader.  Organizations that choose to separate the functions lack clear accountability for the talent pipeline and are more prone to concentrate on their area of responsibility instead of looking holistically at talent.

Further, it is at the transition points in the pipeline where OE/OD and Talent Acquisition can have their greatest impact; hiring candidates with the right skill set and setting expectations for leaders as they progress through the pipeline.  Learning and Development, Hi-Po and Executive Development have their greatest impact shoring up and supporting the newly discovered skills of leaders who are progressing through the pipeline.

Here is a visual that represents that point of view, mapped against Ram Charan’s Leadership Pipeline.

Harvard Business Publishing - Harvard Manage Mentor clips

In 2009, I was asked by Harvard Business Publishing to provide commentary on executive presence, digesting 360 feedback, and managing global/virtual teams.  These snip-its were included in Harvard Manage Mentor, V11.  The clips are below: