Be structured in managing talent: Don't leave sustainable competitive advantage to chance

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

So much of organizational life is structured: even “flat” organizations have hierarchies; once created, the management of knowledge is codified; customer loyalty is dependent upon collated and archived data. Yet, when the future of most businesses is reliant on the acquisition, development and retention of talented people, this essential element of organizational success can so often be haphazard at best. The question that strategists from human resources and more broadly need to consider is “why is the management of talent so often left to chance?” When it comes to getting the best from the best people, a little structure can go a long way.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2007), "Be structured in managing talent: Don't leave sustainable competitive advantage to chance", Development and Learning in Organizations, Vol. 21 No. 3, pp. 31-34. https://doi.org/10.1108/14777280710739124