July 2012

Corporate Agility Olympics 

What Would the Events Be?

By Tom O'Shea, CMC

 

Speed, fitness, flexibility, resilience ... words more often used to describe a world class athlete than a business organization. But they are what your enterprise will need more of in the future.  Much more.  Later this month, the best athletes from across the globe will assemble in London for a month full of individual and team competition to determine and declare "world champions" in 28 different sports involving 300 events and 10,000 athletes.  We have grown accustom to highly specialized athletes training vigorously to run and swim fractions of seconds faster or jump and throw inches higher or longer.  National teams in a variety of sports strive to aggressively compete with a shared focus, athletic synchronization and fierce commitment to winning.  If we were to initiate a true "Corporate Olympics", we might define "sports" as the major functional processes (e.g. sales, marketing, talent management, supply chain, etc.) that contribute to corporate success but what would be the events held for each sport? 

                                       Talent Management Data Mining: 

                             Discovering Gold in LAP 360 Aggregate Data

                     By:  Dr. Nick Horney

 
Human Resource Executives and Chief Learning Officers are wrestling with building dynamic talent management processes that will meet the needs of the turbulent business environment.  Some of the challenging questions they struggle with include:
  • How does Human Resources continuously update the organization's shifting talent portfolio based on trends and patterns impacting the organization's strategy?
  • How does our succession planning process enable us to anticipate leadership needs in a VUCA world?  Have we integrated scenario planning into our process?
  • How fast can the organization flex its talent portfolio to meet the changing demands of a VUCA world?
  • How do individuals receive feedback from others beyond their direct manager within their first six months with the company?
  • How does the organization proactively assess the degree to which individuals will be stretched before placing them into developmental assignments?
  • How are line managers held accountable for alignment between talent deployment and strategic goals?

A relatively unexplored area for addressing some of these kinds of Talent Management questions, can be discovered through the application of data mining with aggregate LAP 360 data.  When an organization uses multiple LAP 360s across business units, geographies, organizational levels, etc., these demographics can be used to sort leadership trends and patterns to help inform Talent Management decisions.   The types of Talent Management decisions would include:

  • What talent management trends cut across the entire organization that could be addressed through a comprehensive, but focused, organization development/training initiative?
  • What talent management needs are unique to Marketing, Finance, Operations, etc. that might require a targeted effort in specific business units and not the entire company?
  • What talent management needs are identified by level (e.g., manager, director, VP, etc.) that help inform the portfolio of leadership training/coaching initiatives by level?
Read & See More from Others About-Creating Agility in a VUCA World!
                             

                          

                   

Nick Horney,  Ph.D., Principal

336-286-7250

nickhorney@agilityconsulting.com

 

Tom O'Shea, CMC, Principal

336-282-1211

tom@agilityconsulting.com

 

Agility Consulting & Training, LLC

www.agilityconsulting.com

1901 Rosevilla Lane - Greensboro, NC 27455