Written by Violetta Malek, Managing Partner Gekko advisoryNOW
Few years ago, when I was the CFO, I started my journey as one of the C-Suite executives, who not only believed, that authentic talent management is the key to success, but managed talent, developed talent and sustained talent within the finance function.
Over the years, I am glad to observe a bit more talent oriented executives enjoying better than others results, both in profit and in people engagement, BUT:
The era - of managing talent as an exclusive competence of the leader - is over!
Why? The approach where 'talent' was only on HR Business Partner's agenda is no longer valid.
The ideal and most successful path to take, is to build culture of talent oriented organization, where:
1) C-Suite executives live by the talent philosophy (how we behave, how we talk about it and how we present our priorities) - LEADER
2) each and every team member understands what talent management is (how we allocate knowledge & experience coupled with how we identify & develop potential of all employees) - TEAM
3) talent management is in the bloodstream of the operating model (how we build and maintain the model to eliminate inconsistent, chaotic and complicated/costly process architecture, to give up traditional organization structure, to eliminate incompatible technology solutions and to always be ready to change inefficient business model) - ORGANIZATION
THE talent oriented LEADER will always build the best TEAM and the successful ORGANIZATION.
Someone would ask - Is talent enough? The answer is ABSOLUTELY YES! I always repeat, and will do so till the talent management will become the main engine for growth, we start with talent and we never let it go!
NOW, when we have created the talent oriented culture we would be In a position to understand the advanced technology revolution and how to use it to our advantage. The most important thing for the technology driven Leader is not only know what is going on and be up to date with all the new advanced technology solutions and opportunities (and threats) - THE most important thing is TO KNOW how to and what to use and implement in the organization to succeed. And here it comes the technology mindset, which similarly to talent oriented mindset, needs to play the prime role in the business strategy. Only achieved, when the talent is identified, properly allocated and inspired!
Current business trends, where new competencies will be required to manage advanced technology, robot-human mix and agile business & operating models, clearly suggest there is a need for a strong Talent & Technology (2T) Management Strategy.
