- Buy this product and stream 90 days of Amazon Music Unlimited for free. E-mail after purchase. Conditions apply. Learn more
Talent Wins: The New Playbook for Putting People First Hardcover – 6 Mar 2018
|New from||Used from|
- Choose from over 13,000 locations across the UK
- Prime members get unlimited deliveries at no additional cost
- Find your preferred location and add it to your address book
- Dispatch to this address when you check out
Special offers and product promotions
Frequently bought together
Customers who viewed this item also viewed
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Advance Praise for Talent Wins:
Alain Bejjani, CEO, Majid Al Futtaim Group--
"Turning human 'resources' into human 'capital'--a prerequisite to win in this era of talentism. An inspiring read for those who are trying to make a difference!"
Ed Breen, CEO, DowDuPont; Lead Director, Comcast--
"If you believe you've read all there is about the role of human capital in propelling value creation, think again. Charan, Barton, and Carey have crafted their many experiences into a compelling and concise book that frames a 'people before strategy' argument that is refreshingly new and different."
Kenneth I. Chenault, Chairman and CEO, American Express; Director, IBM and Procter & Gamble--
"Engaged employees are the key to success in any business, and Talent Wins offers real-world insights on how to foster talent, inspire creativity, and lead winning teams for the long term."
Alex Gorsky, Chairman and CEO, Johnson & Johnson; Director, IBM--
"Talent is the difference between a good company and great company. And nurturing talent--helping people flourish--requires continuous action, effort, and work. It is critical to the mission and the aspirations of an organization that leaders be inventing, and then reinventing, the talent development playbook. Talent Wins helps you do just that."
Hein Knaapen, Chief HR Officer, ING Bank NV--
"This book gives compelling arguments for treating talent management as a crucial competency for any company that wants to succeed. The authors' proposed approach is a real departure from many accepted practices in talent management. Taking their recommendations to heart will significantly change the role of CEOs as well as the requirements for HR professionals in the future."
William McNabb, Chairman, The Vanguard Group--
"Business leaders have talked about the importance of people for years but often were vague about how to turn talent into a competitive advantage. In this new book, Charan, Barton, and Carey turn conventional views about human resources on their head and create the ultimate playbook for making human capital the ultimate edge for organizations of all types."
Alan Mulally, retired President and CEO, Ford Motor Company; former CEO, Boeing Commercial Airplanes; and Director, Google and Carbon3D--
"Talented people working together is the catalyst to deliver profitable growth for the benefit of all stakeholders. Talent Wins provides compelling strategies and tools to continuously develop the talent in your organization!"
Satya Nadella, CEO, Microsoft--
"Millennials will soon account for over half of all workers. They want to be not only more creative, productive, and collaborative than ever before, but they also seek a greater sense of purpose and a deeper connection to their company’s mission. Talent Wins implores senior leaders to know their employees as well as they know their finances and the capital they deploy."
Susan Peters, Senior Vice President, Human Resources, General Electric--
"With real-world experiences from broad industries, Charan, Barton, and Carey bring to life a game plan to identify and develop talent--and leverage that talent for winning outcomes."
Denise L. Ramos, CEO and President, ITT Inc.; Director, Phillips 66--
"A groundbreaking book for the next twenty years that focuses CEOs' attention on the strategic value of employees and the necessity of bringing HR into the leadership circle. A must-read!"
Sheryl Sandberg, COO, Facebook; founder, LeanIn.Org and OptionB.Org; and Director, Walt Disney Company--
"In a competitive global economy, no business can afford to leave talent on the sidelines. Talent Wins provides an innovative framework for cultivating talent--and shows that diverse teams are critical to unlocking an organization's full potential."
Ivan Seidenberg, former Chairman and CEO, Verizon; Director, BlackRock--
"Talent Wins exquisitely captures the essence of creating a modern digital platform and management practices to reinvent the HR role in your company with the goal to develop, manage, and nurture the talent in today's demanding marketplace. The book includes excellent case studies and practical examples that provide guidance and insights for every executive to consider in building a successful company."
Masahiko Uotani, President and Group CEO, Shiseido Company--
"Talent Wins can be a key to unlocking the full potential of Japanese global corporations."
About the Author
Ram Charan is an expert on corporate governance, author of four bestsellers (Execution, Confronting Reality, The Attacker's Advantage, and Boards That Lead), and winner of best-teacher awards at Northwestern and GE. With forty years of experience, he is a world-renowned adviser and problem solver to boards and CEOs. He serves on six boards.
Dominic Barton is the global managing partner of McKinsey & Company. He has authored more than eighty articles on capitalism, leadership, financial market development, Asia, history, and the issues and opportunities facing global and Asian markets, and he is the coauthor of three books, including Re-Imagining Capitalism.
Dennis Carey is Vice Chairman of Korn Ferry, where he recruits board directors, CEOs, and their direct reports. He has published five books, including Boards That Lead, coauthored with Ram Charan and Michael Useem, and more than fifty refereed journal articles covering topics ranging from CEO succession and corporate strategy to M&A, corporate governance, and human capital.
Customers who bought this item also bought
There was a problem filtering reviews right now. Please try again later.
Ram Charan, Dominic Barton, and Dennis Carey nail it in the Introduction to their book: "Most executives today recognize the competitive advantage of talent, yet the talent practices in their organizations use are vestiges of another era. They were designed for predictable environments, traditional ways of getting work done, and organizations where lines and boxes defined how people wre managed. As work and organizations become more fluid -- and business comes to to mean sensing snd seizing new opportunities in a constantly changing environment, rather than panning for several years into a predictable future -- companies must deploy talent in new ways. In fact, talent must lead strategy."
Charan, Barton, and Carey wrote this book so that the information, insights, and counsel they provide could serve as a "new playbook" for a new global marketplace, one in which never before has talent been more important to the success of the given enterprise. "Talent is king. Talent, even more that strategy, is what creates value." Human capital must be managed as wisely as financial capital. Human resources must be elevated to the same level as finance.
One of the most valuable insights is Charan, Barton, and Carey's concept of what they characterize as G3, "the most important and most powerful tool at the disposal of any modern CEO." Think of it as "the central braintrust of a talent-first organization." Briefly, G3 consists of the CEO, CFO, and CHRO or head of HR. (In some organizations, they are joined by the general counsel, thus becoming a G4.) Deploying finance and talent together creates exponential power.
All organizations need to obtain or develop the talent they need to compete successfully in a business world that is more volatile, more uncertain, more complex, and more ambiguous than at at any prior time that I can recall. The G3 or G4 mechanism is critical to making the right decisions about the most important issues but it adds substantial value collaborative initiatives between and among those on different levels and in different operational areas. These interactions 'trigger a multiplier effect that can exponentially increase the value that your talent delivers to the organization."
These are among the passages of greatest interest and value to me, also listed to suggest the scope of Charan, Barton, and Carey's coverage:
o Critical 2 percent (Pages 6-7)
o The Chief Executive Officer (15-18)
o Value creation (24-26 and 35-36)
o Identifying and cultivating talent (24-28)
o Aligning a board of directors with a talent-driven organization (37-56)
o General Electric (42-44, 118-120, and 125-126)
o Steve Jobs (45-46, 142-144, and 162-163)
o Facebook (58-63)
o Ruimin Zhang (64-67)
o Human Resources as a source of competitive advantage (79-101)
o Data analysis by the HR department (84-90)
o Unleashing individual talent (103-129)
o Legacy processes (115-123)
o Stefan Jacoby (135-136 and 151-152)
o Competing for talent (137-140)
o Peripheral vision (140-144)
o Operational checklist (164-167)
These are among the concluding thoughts that Ram Charan, Dominic Barton, and Dennis Carey share when explaining how to drive the talent agenda: "And that, of course, is the great promise of leading a talent-first organization: seeing new ideas lead to even better ideas; watching the creative thinking that you've enabled amplify itself across divisions and varying levels of seniority and expertise; and reaping the benefits of value that arises from expected, and unexpected parts of your company."
The average tenure of a CEO now is about half of what it was only a few years ago. Why? Reasons vary but the fact remains that even the most talented CEOs need what a G3/G4 offers and few have that. They also need a governing board in proper alignment with both senior management and the organizational objectives. A new business "game" requires a new "playbook" and a people-first "team" to compete successfully. For current CEOs and for those who aspire to become one, this book is a "must read," a brilliant achievement. Bravo!