This webcast is one in a series of webcasts exploring themes from IMD’s book Quest and part of the virtual services available exclusively to members of the Corporate Learning Network (CLN).
Extract from a Wednesday Webcast: “Developing Global Leaders – Hercules Meets Buddha,” interviewed by Paul Hunter. This webcast is part of the virtual services available exclusive to members of the Corporate Learning Network (CLN).
Extract from a Wednesday Webcast: “Cultural Enablers for Organizational Learning,” interviewed by Paul Hunter. This webcast is part of the virtual services available exclusive to members of the Corporate Learning Network (CLN).
Extract from a Wednesday Webcast: “Mini-Series: Moving Up to Enterprise Leadership: The Seven Seismic Shifts – Part 1,” interviewed by Paul Hunter. This webcast is part of the virtual services available exclusive to members of the Corporate Learning Network (CLN).
BETTING ON LEADERSHIP DEVELOPMENT: THREE FALSE PATHS
Pursuing leadership development for competitive advantage is a gamble. Here are three common traps.
Over the past couple of decades, companies have come to see leadership development as an organizational capability, not just a top-level succession necessity. More and more companies are expanding their view of talent to harness the leadership potential throughout their workforce. The reasoning is that by taking a systemic view of leadership development, companies can build a hard-to-replicate source of human resource-based competitive advantage.
THE FRAGILE STATE OF TALENT MANAGEMENT
A crisis ahead that won’t be financial
Globalization offers business immense possibilities: bigger markets, more sources of innovation, and – in theory, at least – a wider, deeper pool of talent. That’s the good news.
How we can prepare the next generation
Leadership is in demand. The complex challenges that face teams, organizations and societies are demanding new ways of thinking about and shaping the future. In spite of decades of leadership research and the increasing demand for better leadership, we still do not have a lot of answers. We have all but given up the idea of a formula for leadership.