Who owns talent? Does it belong to the department that directs its daily activities? To the organization as a whole, to deploy and re-deploy as it sees fit? To the individuals themselves who can take it to a competitor? If your company's culture is mired in silo-think, it can sabotage the development of executives and impede profitable growth.
|Scooped by Karl Wabst|
Organizational change is being driven by new economic and market conditions. This is not new. What is new are the importance of new communications driven by technology, and the evolution of the social customer.
In the old days, maybe 25 years ago, military inspired command and control thinking dominated how companies were structured. That thinking emphasized centralized control and compartmentalization.
Firms were divided along departmental lines. The company was “us.” Customers were “them.” Internal communications were controlled by protocol focused on rank or hierarchy, not efficiency or effectiveness in meeting customer needs. This produced internally focused organizations with a parental mindset.
Customers were like children. Employees were viewed in a similar light. Both groups received guidance, products and services deemed appropriate by the company.
Global communications, thrown into high gear by the evolution of the Internet, changed the landscape. Adoption of new communications methods has changed our ability to do business with businesses in far-flung locations. New markets were opened to billions of people overnight. Companies that cannot respond are swallowed or driven to extinction.
Social business thinking is a response to the communications revolution. It emphasizes speed and customer-focus. Internal resources work across siloes to focus on customer experience, not internal politics.
Employees are empowered. Control of decisions and data are moved to the edge of the company to provide faster response. Employees have to adapt to new ambiguous roles. They are more accountable for their decisions. They have to think about, and drive their own career development.
Customers have a voice and work with the organization to identify feature improvements, solve problems, improve quality, and targeting of needs and wants.
Many companies are in transition between corporate structures modeled on hierarchical military organizations and flatter structures. The new models emphasize response to current and future global economic, market conditions and the evolution of the social customer. Talent management strategies are changing as a result. Read this report for the latest findings from the Institute for Corporate Productivity (i4cp).