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When thinking about diversity and inclusion, organizations need to take a more holistic view of the organization; many organizations focus their efforts too narrowly on talent practices and do not consider the broader organization design. The focus on “fixing” a talent problem comes too late. Metrics and Rewards.
When thinking about diversity and inclusion, organizations need to take a more holistic view of the organization; many organizations focus their efforts too narrowly on talent practices and do not consider the broader organization design. The focus on “fixing” a talent problem comes too late. Metrics and Rewards.
Consider these five factors: Customers Strategy and Organization Capabilities Operating Model Organization Shape Talent. Where does it make sense to duplicate work in order to drive differentiation and agility? Instead, take an enterprise lens that enables high-level tradeoffs between agility and leverage to drive real transformation.
Agility” is the management word of the decade for sure. But to move with agility in a complex organization requires leaders to be confident that important decisions are being made at the right level and location across the enterprise. And where they need to let go of decisions to create speed but also to develop talent.
They provide customized, knowledge-based services to their clients. Talent Marketplaces Talent marketplaces connect organization with on-demand talent like independent consultants or experts with skills outside of their core business model. The point is there’s a ton of variation in this space.
Embracing the tensions, creating the mechanisms to surface and resolve them, and practicing new behaviors can not only foster innovation, it can help attract and retain talent by building a culture that welcomes diverse perspectives and rewards ideas. 1 Networked, Scaled, and Agile. Amy Kates, Greg Kesler, Michele DiMartino.
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