A survey of 1,000+ business leaders worldwide by the Conference Board says attracting and keeping talented people is the biggest concern for CEOs. But you knew that. What may be new is how leading companies give themselves an edge by taking ideas from agile technology and applying these to talent management.
We’ve heard—and repeated—the mantra that businesses need to develop products and services faster. That employees need to work rapidly yet efficiently. That business groups can’t afford to work in siloes.
For me, this dates back at least 20 years. At Citi, we introduced cross-functional teams and identified domain experts who could move from one team to the next. That’s how we were able to execute challenging initiatives across a global organization. We identified people whose expertise was both broad and deep, and asked them to work on complex projects.
Agile has now given us words, and better systems and processes, for what we were trying then. Short projects, called “sprints.” Team meetings to solve problems, called “scrums.” Evolving new approaches, called “iterations.” And apps to monitor and communicate progress.
Here are three thoughtful articles from The Harvard Business Review, under the headline of “The New Rules of Talent Management.” Discover how organizations from Bank of Montreal, to IBM to ING are implementing an agile mindset and methodology to create better workplaces, foster innovation and improve their top and bottom lines.
