Journey to Global Leadership Development

The quest to build up a distributed leadership capability (monitoring and developing the leadership competencies of executives) at all levels of the organization.

TOMORROW'S CHALLENGES

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.

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TOMORROW'S CHALLENGES

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.

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TOMORROW'S CHALLENGES

FEAR OF FAILURE

Is risk aversion hindering the impact of executive education?

Despite a continued corporate call for business schools to objectively prove the impact of their executive education programs, the use of activities to ensure and measure such impact remains limited. In this article, Professor Bettina Buechel explains how this failure is due to risk-averse behavior by business school Faculty and HR executives, and how to improve program impact.

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TOMORROW'S CHALLENGES

FAST TRACKERS, SPECIALISTS AND UNSUNG HEROES

Understanding the three talent types

When executives talk about talent, they usually mean their company's emerging or established leaders: highly-trained people with MBAs or an equivalent level of streets smarts, and a track record of achieving business results. But this understanding of talent is both misleading and incomplete. It implies that there is a single kind of brilliant person who is capable of slotting into any context and handling any assignment, when the truth is that companies need a broad, rich variety of people with complementary talents, not just those with "leadership potential."

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TOMORROW'S CHALLENGES

LEADING FOR THE FUTURE

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.

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