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  • Business lessons from extreme sports
    We have followed extreme sports for a number of years, and not just because they are impressive to watch. Each year at the X Games, new tricks are introduced and entirely new events unveiled. It is no question that these athletes are good; what interests us is how good they are at getting better.
  • Re-framing talent for our times
    In the board room, as on the battlefield, the definition of “talent” is undergoing a necessary evolution. Today's marketplace, characterized by rapid, volatile change and mounting competitive pressures, places a new set of demands on firms, and by extension, employees. As described in The Shift Index, an annual report issued by Deloitte's Center for the Edge, companies have not yet risen to these challenges.
  • Pragmatic pathways to faster learning at work
    In the past couple of columns, we have discussed the opportunity to turn our work environments into learning environments to accelerate performance improvement. In a time of increasing performance pressure, this opportunity is rapidly becoming an imperative. Rather than squeezing more effort out of people with a given skill set, wouldn’t it be far more powerful to create environments.
  • Creation spaces: Redesigning the future office
    If peer-to-peer learning could succeed back then, and it did, imagine how scalable peer-based talent development can be today. Yet, valuable as self-organized teams can be for learning, they do not scale. Thus companies do not fully benefit from peer collaboration. For that to happen, organizations need.
  • Design thinking: The new office
    From exercising with Wii to staying at boutique hotels, we are increasingly immersed in designed experiences. Our expectations grow. Yet, despite our increasing immersion in pleasurably designed scenes there is one startling gap. It is a hole in the center of our life.
  • The aha moment: Designing ecosystems for talent development
    During a boot camp for digital learning tool start-ups, like Yasser Ansari’s Project Noah—a start-up that began as a location-based mobile application for encouraging people to engage with wildlife—an eighth grader's simple question inspired innovation inside Ansari's company. ―What can we do with it?
  • The multiplier effect: How to build a collaboration platform
    Multiplying the benefits of your company’s innovation starts with a pragmatic pathway to a company-wide adoption of talent acceleration. Here are the two stories from very different organisations, the global government contractor MITRE and the design firm IDEO, that illustrate how your business can not only improve individual and company performance, but also.
  • Innovation models; This house believes Japanese "incremental innovation" is superior to the west's "disruptive innovation"
    Fortunately, both debaters acknowledge that we ultimately need both disruptive and incremental innovation to thrive. Digital technology infrastructure enhances our ability to pursue both simultaneously, embedded within a single initiative. We are developing.
  • Game theories; What online gaming teaches us about talent development
    Stephen Gillette, the CIO of Startbucks, the youngest CIO of any Fortune 500 company – ever said it was his service as a guild leader for the wildly popular online video game World of Warcraft that enabled him to develop the leadership and management skills that proved so valuable.
  • The three stages of talent-spike development
    There is a paradox at work in the world today. The flatter the world gets, and the more technology speeds up communications and connects us with others, the more location matters. Distance is certainly not dead.
  • The open company: The evolution of management
    Mention “talent development” to most executives and chances are they will confine their discussion to boosting the skills of employees inside their companies. This narrow view misses a significant opportunity to tap into external talent as a rich catalyst for internal talent development. If firms are serious about developing their talent, they need to get far more creative.
  • The Dilbert paradox - reframing the talent imperative
    As performance pressures mount in our global economy, competitive success will increasingly depend on resolving the Dilbert Paradox. What is the Dilbert Paradox? If you ask any senior executives what their top priorities are, they will inevitably respond that talent is one of their top priorities. Got it. But then look at all the enormously popular.
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