Building a Game-Changing Talent Strategy
研究了贝莱德、塔塔集团和远景能源三家颠覆性公司，发现它们都具备由使命驱动、绩效导向和原则指导的特质，并拥有颠覆性人才战略，回答了如何实现战略与执行持续卓越等关键问题。
When most of the world's financial services giants were stumbling and retrenching in the aftermath of the 2008 recession, the asset management firm BlackRock was busy charting a course for growth. Its revenues, profits, and stock price all performed consistently through this tumultuous period. The authors looked at BlackRock and other game-changing companies--the Mumbai-based global conglomerate Tata Group, and Envision, an entrepreneurial alternative energy company based in China--and found significant commonalities. These three companies demonstrate the essential attributes of a game-changing organization: They are driven by purpose, oriented toward performance, and guided by principles. In the process of conducting interviews with these companies, the authors discovered a fourth thread that weaves them even more tightly together: Each is supported by a game-changing talent strategy. But, they write, the path to such a strategy seems rife with complexity and ambiguity. How can both strategy and execution be consistently superior? How can they support a collective culture yet enable high potentials to thrive as individuals? How can the strategy be global and local at the same time? And how can its policies endure yet be agile and constantly open to revitalization? BlackRock's approach provides the answers. INSETS: ENVISION ENERGY;TATA GROUP;DO YOU HAVE A GAME-CHANGING TALENT STRATEGY?