Creating Talent Density

This book is a culmination of many educational and business practices to accelerate and distribute learning throughout the organization. You will find twenty-five strategies to assess the ability and willingness of individuals and the school. This book will save leaders time by providing examples and a guide to implement processes to increase learning. The more talent schools have, the more students will learn. The future will require more learning and more ways to acquire that learning. These practical strategies can be used with individual staff members as well as groups of any size. These facilitation skills are already in use. Let’s learn, adapt, and take positive action to increase learning.

The New York Times bestseller Shortlisted for the 2020 Financial Times & McKinsey Business Book of the Year Netflix cofounder Reed Hastings reveals for the first time the unorthodox culture behind one of the world's most innovative, imaginative, and successful companies There has never before been a company like Netflix. It has led nothing short of a revolution in the entertainment industries, generating billions of dollars in annual revenue while capturing the imaginations of hundreds of millions of people in over 190 countries. But to reach these great heights, Netflix, which launched in 1998 as an online DVD rental service, has had to reinvent itself over and over again. This type of unprecedented flexibility would have been impossible without the counterintuitive and radical management principles that cofounder Reed Hastings established from the very beginning. Hastings rejected the conventional wisdom under which other companies operate and defied tradition to instead build a culture focused on freedom and responsibility, one that has allowed Netflix to adapt and innovate as the needs of its members and the world have simultaneously transformed. Hastings set new standards, valuing people over process, emphasizing innovation over efficiency, and giving employees context, not controls. At Netflix, there are no vacation or expense policies. At Netflix, adequate performance gets a generous severance, and hard work is irrel­evant. At Netflix, you don’t try to please your boss, you give candid feedback instead. At Netflix, employees don’t need approval, and the company pays top of market. When Hastings and his team first devised these unorthodox principles, the implications were unknown and untested. But in just a short period, their methods led to unparalleled speed and boldness, as Netflix quickly became one of the most loved brands in the world. Here for the first time, Hastings and Erin Meyer, bestselling author of The Culture Map and one of the world’s most influential business thinkers, dive deep into the controversial ideologies at the heart of the Netflix psyche, which have generated results that are the envy of the business world. Drawing on hundreds of interviews with current and past Netflix employees from around the globe and never-before-told stories of trial and error from Hastings’s own career, No Rules Rules is the fascinating and untold account of the philosophy behind one of the world’s most innovative, imaginative, and successful companies.

This is an open access title available under the terms of a CC BY-NC-ND 4.0 License. It is free to read, download and share on Elgaronline.com. Presenting the emergence of new organizational designs in a novel way, this insightful book blends theory and practice to examine major trends and directions, the key ideas that underpin organizational design and how these ideas might be applied.

ONCE UPON A TIME, there was a family whose very name connoted wealth. The Vanderbilts had a vast empire built on freight through steamboats and railroads. Over a few generations, the wealth-worth billions in today's money-had been frittered away and the business itself faded as new options came up in the freight business. Their story remains an enduring example of what happens when business leaders fail to embrace the future and transform. BUSINESS TRANSFORMATION is a live subject, one that authors R. Gopalakrishnan and Hrishi Bhattacharyya have between them a hundred-plus years of leading in their companies. Their learnings, supported by numerous examples, make for riveting reading. One chief lesson why such transformations succeed or fail has to do with combining the art and science of the change – the heart and the mind – and getting the balance of the two right. In life as in business, to effect a transformation, one needs a compelling narrative, one that inspires the organisation. Important too is to see transformation as a continuous endeavour and made a part of work culture rather than to consider it an exercise undertaken only in a crisis. Embrace the Future is a major book by two business leaders that will appeal to anyone who has faced change-in today's fluid business environment, most of us. As Gopalakrishnan and Bhattacharyya emphasise, companies that fail to adapt are destined to perish. One needs to learn from the past, manage the present and prepare for the future. We must imagine the future we desire and then fold it into the present.

Building the Agile Business through Digital Transformation is an in-depth look at transforming businesses so they are fit for purpose in a digitally enabled world. It is a guide for all those needing to better understand, implement and lead digital transformation in the workplace. It sets aside traditional thinking and outdated strategies to explain what steps need to be taken for an organization to become truly agile. It addresses how to build organizational velocity and establish iterative working, remove unnecessary process, embed innovation, map strategy to motivation and develop talent to succeed. Building the Agile Business through Digital Transformation provides guidance on how to set the pace and frequency for change and shows how to break old habits and reform the behaviours of a workforce to embed digital transformation, achieve organizational agility and ensure high performance. Full of practical advice, examples and real-life insights from organizational development professionals at the leading edge of digital transformation, this book is an essential guide to building an agile business.

Leadership in organizations is going through unprecedented change. In the past compliance, conformity, and command and control were adequate for product-based world in education and business. As the world moves toward more knowledge work and a VUCA (volatile, uncertainty, complexity, and ambiguity) society, building cultures of continual learning will be required. The WHY of the book is to create and sustain organization that will deal effectively with many changes. Our life is being driven by technology, unintended consequences, and the unknown. To deal with these changes and others, organizations will need cultures that promote learning. The HOW are the 7Cs: Communication, Collaboration, Coaching, Change, Conflict, Creativity, and Courage. Each of these are important elements of a more productive system. The WHAT include results that include Cultural Competence, Coaching Tools, and building a Commonwealth of practices to sustain growth and adaptability. If you want to save TIME, this book is for you. Enjoy the journey.

Key themes in the book are: 1. The need to revaluate how people contribute and create value in today's economy – it is about knowledge, innovation and relationships today rather than executive potential tomorrow. 2. Challenging the conventional wisdom that talent refers to a 'special few' rather than the 'vital many'. Perhaps we don't have enough because we keep looking in the wrong places and doing the wrong things? 3. Conditions facing organizations are tough and competitive and markets are turbulent. To withstand this, we need to build talented organizations and talented individuals. 4. Interdependence between people within and across organizations is critical. The way that each individual relies on each other and how talent is realised through social and team ties makes a decisive, defining difference. 5. Individuals control when and who their potential is shared with. The idea that an organization can manage talent and potential is an outdated conceit. 6. The nature of work itself matters hugely. The extent to which it is stimulating and engaging – and how people can make the connection with what they do and the wider difference it makes – is vital. 7. The way talent is generated is affected by the whole 'ecology' of an organization – its sense of purpose, rituals, the behaviour of its leaders, how it hires and how it fires people all influence the way talent is generated.

There’s no such thing as a healthy plateau. In today’s high-pressure environment, simply “making the numbers” is no longer enough to remain competitive. Instead, exceeding expectations, raising the already high bar, and achieving more than others thought possible is the new path toward sustaining success. But doing so is certainly easier said than done! It requires a clear and objective view of the business and the ability to analyze appropriately the dimensions of talent, strategy, and execution in order to produce a baseline score to work from. Knowing that even the most courageous and objective leader can’t steer a ship in the dark, The Scorecard Solution is the solution for getting one started on this necessary task for every company’s long-lasting success. By learning how to use a data-centric tool--the Organizational Prowess ScorecardTM-- that precisely measures the capabilities needed for sustainable growth, readers will then understand better how to:• Position the organization to meet ambitious goals• Bring strategies to life through an execution framework• Design a dashboard to track progress and flag problems• Foster a winning culture• And moreIs your enterprise Agile? Resilient? Vulnerable? Lagging? This invaluable one-of-a-kind resource gives you the answers you need so that you can chart your company’s course for rapid change--and outperform the competition every time.