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The conventional talent management approach views human relationships as transactional, akin to the commodities that traverse through the supply chain maze. In short, there is a quid pro quo relationship between wage and services, depriving any role for other non‐monetary influences on this relationship. This naïve view of human behavior has distracted the fundamental purpose of talent management – to unlock the value of talent to organizations. Two fundamental drivers that have challenged this transactional view espoused by HR include technology and advances in neuroscience. The technological advancements have created a demand for highly skilled professionals who value autonomy and meaningful engagement. This has brought employee engagement within the focus of managers – a topic that had less significance in earlier decades. The transactional view of workplace relationships has been challenged by discoveries of human behavior by neuroscience. Human beings are wired to have emotions and perceptions, and a workplace is no exception. Reframing the issue through a simple‐yet‐powerful framework, fundamentals of talent management can be restored, paving the way for a meaningful design of organizations. This paper seeks to address these issues.

Using rigorous in‐depth secondary research about current talent practices, the report offers a novel framework to unlock the drivers of employee's motivation and performance. The framework serves as a diagnostic leadership tool to identify breakdowns and foster a meaningful conversation to restore the organization back to equilibrium. A holistic alternative that is agnostic to the rank of the employee, job role, and geography offers promise over the current practice of dealing with employee issues in fragmented manner.

The proposed framework helps identify the sweet‐spot that lies at the intersection of three fundamental drivers; employee's preferences on the type of work, employee's core competency and activities that are value‐adding to the organization. The sweet‐spot is the employee's emotional wallet that the organizations must proactively capture to unlock the true drivers of motivation and performance. The proposed framework serves as a diagnostic tool to meaningfully tackle breakdowns and restore organizations to equilibrium. The sweet‐spot provides the clue to design an effective organizational structure, identify the enablers and catalyst that can unlock employee motivation and performance.

There is a compelling need for today's organizations to refocus their energies to unlock the value of their talent to drive higher performance and motivation. Deploying the proposed framework will empower organizations to capture the “share of emotional wallet” that is critical to drive higher levels of employee engagement and motivation. Smarter organizational structures and job role can be meaningfully designed.

The proposed framework challenges conventional talent management views of human relationships as transactional akin to the commodities that traverse through the supply chain maze. This blind spot has deprived the organizations in unlocking the drivers of employee motivation and performance. Overcoming this blind spot empowers talent management to capture the emotional share of wallet instead of trying to perfect the delivery supply chain.

Despite new organizational complexities, the fundamental focus for talent management is to unlock the value of its resource. Despite the pristine appeal of this fundamental tenet of talent management, it is ironic that HR has drifted its focus from its core. Reframing the issue through a simple‐yet‐powerful framework, fundamentals of talent management can be restored, paving the way for a meaningful design of organizations. This is a paradigm shift for talent management to get back to basics of what really matters to the organizations.

Unprecedented complexity is reshaping the financial services industry and presenting formidable challenges to financial services leaders and their organizations. “Sensemaking of Complexity: Leadership in Financial Services,” highlights seven leadership principles that could help leaders and their organizations respond effectively to the complexities inherent in financial services today.

After in‐depth secondary research on the topic of leadership and events in the financial services industry, the report offers a novel and holistic approach to managing complexity in today's marketplace.

Beyond the leadership principles, the research suggests that values, competencies and motivations – or “VCMs” – are like an organization's DNA, or the building blocks of organizational behavior, and therefore the basis for real improvement across an organization's many dimensions. VCMs play a critical role in the outcome of change initiatives and an organization's capacity to adapt, yet they are often overlooked in the leadership dialogue.

VCMs that are well aligned with the seven leadership principles can help empower the effective functioning of organizational levers – such as intelligence and risk management, corporate governance, business models, talent processes and organizational culture – and enhance an organization's ability to adapt to complexity, drive strategic agendas, and improve day‐to‐day operations.

Unprecedented interdependencies in the financial services industry may require a move away from the status quo of many leadership strategies, which tend to deal with complexity in a disjointed fashion. Instead, leaders may need to uncover and understand the interconnected root causes of complexity within their organizations and in the marketplace. We believe a focus on leadership principles and the right set of values, competencies, and motivations to support them can help leaders and their organizations systematically and holistically react to and manage their complicated competitive environments.

The purpose of this paper is to establish the potential that mobile banking offers to both banks and mobile carriers. Acknowledging the inherent difficulties of convergence between large and very different industries, it then explores the merits and shortcomings of existing partnership models and offers suggested best practices.

After in‐depth secondary research about the successes and failures of early mobile‐banking offerings, the report offers best‐practices based on a critical evaluation of partnership models.

Open‐federated models – involving partnerships between large numbers of banks and mobile carriers to provide a shared platform for mobile‐banking services – access the broadest customer base and minimize the costs of developing proprietary software and infrastructures. Qualcom‐owned Firethorn is an early USA‐based adopter of this model. In more mature mobile‐banking markets like New Zealand, upwards of 40 percent of an individual bank's customers use mobile‐banking offerings, resulting in heightened customer retention, increased self‐service, and mobile transactions that do not require additional investments in branches or ATM infrastructure.

As the banking and mobile industries collide, the inevitable complexities of cross‐industry convergence obstruct the paths to productive alliances. Even now, in the early years of mobile banking, there is a wealth of knowledge about partnership models to be gleaned from past success and failures. Forward‐looking executive eyes know that successful navigation will require a map, and an in‐depth look at the advantages and pitfalls of each existing model reveals a truer North.

Success in the mobile‐banking arena will require smart partnering decisions. Banks and mobile carriers have tested these waters timidly, and many of the resulting offerings were expensive to the banks and mobile carriers and less than enticing to their customers. This report weeds out ineffective partnering models that companies stumble into on their way to developing mobile‐banking and identifies the keys to successful partnerships.

Fostering employee engagement in large organizations is a formidable problem that gets even more challenging in a sluggish economy, when the standard lever of monetary incentives are not a viable option for boosting employee engagement and motivation. As the organization gets larger, building emotional connectedness or bonding becomes challenging as teams expand to operate in different time zones. The overwhelming pace of work in the modern workplace can also hamper bonding. Yet emotional connectedness, when present, serves as a catalyst in driving superior performance and employee loyalty. The culture of many large organizations discourages innovation and out-of-the-box thinking because their institutional structures encourage risk aversion. Even though large organizations are best positioned to absorb the ups and downs of intelligent risk-taking, their talent processes enforce conformity, legitimize mediocrity and penalize failed attempts at innovative thinking. Performance appraisals tend to promote employees who take the path of least resistance. Managers, of course, help perpetuate this risk-averse cycle of mediocrity. Either they have been conditioned to think only in a linear fashion or organizational systems perpetuate managerial insecurity at all levels. This insecurity manifests in several ways: managers may take credit for the work performed by a subordinate; shoot down ideas a subordinate may have; or deflect opportunities that a subordinate may get. Survival in such an environment is based on being average and staying within the system. As a result, the spirit of entrepreneurship is lost. The authors designed a creative and playful contest called “Maverick” to tackle employee engagement in large organizations. The contest deeper goals include: shifting culture and behavior, talent discovery, brand building and meaningful engagement. The impact of the program on a broader organizational culture parameters were assessed through a survey. The survey results validate the impact of the program.

The paper develops a conceptual approach that underlies the design of the Maverick program. Surveys were deployed to determine the perceived impact of the program on the broader culture.

The secret ingredient in employee engagement is gaining the “emotional share of wallet” of employees to drive meaningful, enduring organizational change. Emotional wallet share is the sweet spot that lies at the intersection of employees’ skill sets, their aspirations and the value they generate for the organization. Proactively identifying the sweet spot empowers an organization to capture employees’ emotional wallet share to identify enablers and catalysts that can unlock motivation and performance. The survey results indicate that the Maverick contest was perceived to have a positive impact on all the identified attributes. This is a testament to the program’s success as a pivotal driver of a positive organizational culture. Further, it validates that the Maverick contest identifies several levers that leaders can use to positively influence organizational culture.

The organizations can adapt the proposed conceptual framework in designing meaningful programs to tackle employee engagement and motivation.

The paper provides a meaningful framework to tackle employee engagement in large organizations. The Maverick approach is of interest to leaders of large organizations that are struggling to increase employee engagement with limited resources and that wish to foster creativity to drive innovation. The program offers a compelling way for talented professionals to meaningfully contribute to their organization that is agnostic to their position in the hierarchy. It gives employees the freedom to strive without being paralyzed by fear of failure; the chance to build their personal brand and pride; and a safe environment in which they can question received wisdom and attempt an unconventional approach to problem-solving. It creates a playful environment to bust stress, foster innovation and encourage an entrepreneurial mindset.

This paper offers a superior alternative to the standard gamification solutions that are routinely applied to business situations. Gamification mechanics work effectively in roles that are transactional, instead of roles that demand autonomy, mastery and a sense of purpose. Maverick program is designed while being mindful of the intrinsic motivation of the professionals.

The purpose of this paper is to present a general framework for the comprehension and advancement of sociocultural homeostasis (not to be confused with a steady state, but a dynamic constantly evolving process) to increase worker engagement, productivity and innovation within the enterprises.

The latest research findings in neuroscience, social neuroscience and social network analyses are used to determine what types of organizational dynamics best support voluntary worker engagement.

The paper offers convincing evidence why certain organizations prosper while others falter depending on their knowledge and advancement of sociocultural homeostasis principles.

It is a unique work suggesting how to apply the latest research findings in the rapidly advancing fields of neuroscience and social neuroscience to business management to increase productivity and innovation.

Innovation and entrepreneurship are regarded as the key drivers to steer the engine of economic development in any nation. As a result, to understand the context and process of innovation and entrepreneurship there has been a steady rise in scientific literature and empirical studies. The purpose of this paper is to study the trends and progress of academic research on innovation and entrepreneurship in India by identifying the key articles, journals, authors and institutions.

Scientometric methods especially bibliometrics is used, for measuring the maturity of this research field in the country. The paper studies the research landscape in innovation and entrepreneurship in India by doing a bibliometric analysis using data from publications indexed in the Scopus database from the year 2000 to 2018. The study takes a multidisciplinary review of the literature in innovation and entrepreneurship research in India and could be used as a reference for future studies in this theme.

The study finds an increase in the scholarly studies in innovation and entrepreneurship in India in the last decade. It was also found that a large number of publications were joint-authored and collaborations between Indian and foreign universities is happening. The paper also highlights the authorship patterns, top journals and the most cited papers.

A major limitation of this study is that it has considered publications which are indexed in Scopus. This paper has contributed by highlighting the growth of studies in the field of innovation and entrepreneurship in the Indian context. The results can be used by future studies in this area as a starting point to highlight the nature of this research area.

The study attempts to present a trend analysis of published literature on innovation and entrepreneurship in India.