標題: various executives at McKinsey & [打印本頁] 作者: traynel4736 時間: 2015-10-31 10:21 標題: various executives at McKinsey &
Five years ago, various executives at McKinsey & Company, America’s largest and most exclusive management-consulting firm, released what they called the Battle for Talent. A large number of questionnaires were delivered to managers across the country. 18 companies were designated for special attention,Moncler Outlet, as well as the consultants spent as much as three days each and every firm,nike free 3.0, interviewing everybody from the C. Electronic. O. down to the particular human-resources staff. McKinsey wanted to document the way the top-performing companies in the usa differed from other companies in the way they manage matters like employing and promotion. However as the consultants sifted through the piles associated with reports and forms and interview transcripts,Nike Air Force One, they grew persuaded that the difference among winners and duds was more deep than they had recognized. “We looked at each other and suddenly the sunshine bulb blinked upon, ” the three experts who headed the particular project—Ed Michaels,billig nike free, Sue Handfield-Jones,louboutin sale, and Beth Axelrod—write in their brand new book, also called “The War for Skill. ” The very best businesses, they concluded, experienced leaders who were enthusiastic about the talent concern. They recruited constantly,Moncler Jacken Online Kaufen, finding and employing as many top artists as possible. They designated and segregated their particular stars,Moncler Jacke Kaufen, rewarding all of them disproportionately,Moncler, and pressing them into more senior positions. “Bet on the natural sports athletes,nike free kaufen, the ones with the most powerful intrinsic skills, ” the authors approvingly quote one mature General Electric professional as saying. “Don’t be afraid to promote superstars without specifically related experience, seemingly more than their heads. ” Success in the contemporary economy, according to Michaels, Handfield-Jones, and Axelrod,nike air force 1, requires “the skill mind-set”: the “deep-seated belief that getting better talent in any way levels is the way you outperform your competitors. ”
This “talent mind-set” is the brand new orthodoxy of United states management. It is the mental justification for precisely why such a high superior is placed on levels from first-tier company schools, and exactly why the compensation deals for top executives are becoming so lavish. Within the modern corporation, the machine is considered only because strong as its superstars,air max, and, in the past couple of years, this message continues to be preached by experts and management experts all over the world. non-e, nevertheless , have spread the term quite so ardently as McKinsey,air max schweiz, plus,Air Force Nike, of all its customers, one firm required the talent mind-set closest to coronary heart. It was a company exactly where McKinsey conducted 20 separate projects,Moncler, exactly where McKinsey’s billings lead ten million bucks a year, where a McKinsey director regularly went to board meetings,Christian Louboutin, plus where the C. Electronic. O. himself was obviously a former McKinsey companion. The company, of course , had been Enron.
