The next five years will be a critical time for talent management because by 2030 even the youngest Baby Boomers will turn 65. But there’s a persistent challenge to making the most of your people’s potential: when it’s time for change, we too often reach outside the organization, dreaming of that superstar who is just waiting to arrive – if only we can find them.
In a world defined by volatility, uncertainty, complexity, and ambiguity (VUCA), organizations must rethink not just how they operate, but how they hire.
In the first part of this series, we explored the shift from traditional top-down leadership to a more collaborative, collective model in the face of uncertainty. However, the question remains: how do CEOs take these initial steps toward shared leadership and translate them into sustainable, effective practices across their organizations?
Today’s leaders face a world that’s anything but predictable. Volatile, uncertain, complex, and ambiguous (VUCA) environments are the new normal, demanding a shift in leadership that goes beyond strategy alone.
In today’s volatile, uncertain, complex, and ambiguous (VUCA) world, many worry that by the time a strategy is built, the world will have already moved on and the strategy itself will be outdated before it’s even launched. Many articles explore the idea that the pace of change has outpaced the discipline of strategy—though (spoiler alert) they always circle back around to reaffirm the necessity of strategy.
