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this book is mostly for CEO. it is interesting but not very practical for the middle managers.
I enjoyed the HBR article this book was based on. Ram Charan’s research and informative use cases were very high level and did not peer too deep.You can also tell the McKinsey influence based on the number of organizational cases that begin with “Based on a McKinsey survey”. Not very memorable but worth a read
I love the idea of a G3 (CFO, CEO, CHRO), trust-building, and people-cultivation, and have recommended this book to many of my MBA students. I'm less enthused/sold on the how; radically disparate compensation introduces cultural concerns of inequality that go unaddressed, and it falls prey to results-focused thinking (v. rewarding actions that are good in themselves and may only inconsistently lead to valuable outcomes).
It was a great read. The G3 concept if the Org of the future. Bottom line is Talent willl be the differentiator of success
Strong advocate for having HR lead companies along with the CFO & CEO
Read it if you are CEO only otherwise this is just for fun
I loved the concepts presented on letting the ‘front line’ lead. I’m a big fan of the empowerment of all employees to own, improve and enhance now only their domain, but their team and business. First paragraph of P61 summarised this beautifully.
It’s impossible to not take seriously the thought framework of these three professionals - and what they’re saying is that a talent-first CEO and organization isn’t a nice to have, it’s critical to succeed in the current climate. This will require a mentality shift within the entire C-suite.There are so many recommended tactics I agree with, but three of my favorites:1. Redefining the HR Business Partner role’s critical traits: intellectual curiosity, possession of business knowledge and a feel
This was a quick and easy read for someone like me who delves into HR matters every day. The authors have not only made a strong case for making HR a top priority for success but also offered some very practical tools and techniques. One common theme that ran across the book is the criticality of CHRO's role and the need to elevate it to where it deserves - top 3, no less. The authors argue with various examples the need to identify best 2% talent and nurture it, urgency of digital transformatio...
A compact and insightful read.
It’s written for CEOs, but I’ve learned more than I could have imagined. P. S.I’ll elaborate further on this when I find the time to.
Simple concepts for organizational and CHRO success
Another book stressing the need for a people first organisation.
Review to come! I have a gazillion tabbed pages to work through to synthesize my notes!
Thought provoking book for Reinventing HRA thought provoking book making us lead initiative of reinventing HR. Must read Talent Strategies for all creative HR professionals.
Both in manufacturing and software development, it is well-understood that the better way to deal with complexity and unknown unknowns is to forego rigidity in favour of flexibility. Agility gives an organisation the ability quickly to adapt and to survive/thrive in face of constant change. Why not do the same for the way we deal with talent in organisations?
I liked it. If you know McKinsey style of communication and the way the Firm operates you can understand the book content just by reading a memo. And that's fine. It's Harvard Business Review published book, dedicated for CEOs of top companies in the world. You can't expect them to read everything they see as they don't have time.Main governing thought is: you need to attract top talent and managing it is the main challenge in current economy. Supported by these 3 thoughts:1. You need to have "G...
This book is a lot of words and very little content. Some good thoughts occurr sporadically- could have been condensed in less than 100 pages. Chapter 1 & 6 are quite useful- rest repetitive.
I was skeptical before starting this book, since it seemed so slim, coming in at only 167 pages. But, there definitely were some nuggets of gold, such as:• Ensure that your most crucial people are in the right roles where they are unconstrained by traditional bureaucracy and given the support and access of future-focused training and opportunity. • Hold ongoing strategy and progress sessions with your "G3: CEO, CFO, and CHRO (Chief HR Officer)," considering the group as your central brain trust
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth centuryTypical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and s...
