Harnessing Change to Develop Talent and Beat the Competition.

Cover -- HARNESSING CHANGE TO DEVELOP TALENT AND BEAT THE COMPETITION -- HARNESSING CHANGE TO DEVELOP TALENT AND BEAT THE COMPETITION -- Copyright -- Dedication -- CONTENTS -- AUTHOR BIOGRAPHIES -- ACKNOWLEDGMENTS -- Introduction -- Our Purpose -- Introducing Our "Innovation Bank" Concept -- 1. Harnessing Change -- Key Reasons for Change Effort Failures -- Understanding Change Supportive Leadership Behaviors -- Reward Systems That Support Change Efforts -- Encountering Resistance to Change -- Opposing Forces Found in an Organization -- Possible "Death" of the Organization -- 2. A Strategic Management System -- How Does Strategic Management Differ from Tactical Management? -- Using the Mission and Vision Statements to Propose Changes -- 3. Critical Thinking Skills for Success -- 4. Strategic Cultural Considerations -- Understanding Major Points to Cultural Challenges -- 5. Motivating People to Embrace Change -- Five Steps to a Typical Team Project in Some Organizations -- Key Concept: Avoid Trying to Motivate with Commonly Found Dissatisfiers -- 6. Competitive Analysis -- External Analysis -- Proven Steps for an Organizational Internal Analysis -- Observations to Gain, Fast, Clear, and Accurate Pictures of the Organization in Action -- Review of Records, Customer Complaints, Scrap, Etc. -- Review Exit Interviews -- Surveys and Questionnaires -- Personal Diaries -- Performance Appraisal Trends -- Technical Conferencing -- How to Beat the Competition with Legal Information Gathering Moves -- 7. Creative Thinking Methods That Work -- Creative Thinking in Action -- Barriers to Creative Thinking -- Differences between Innovation and Creative Thinking -- Creative Thinking Exercises -- 8. Using the Strategic Management System -- Vision and Mission as Strategic Analysis Tools -- Suggestion: Add "Capabilities" and "Alignment" to Your VRIO Analysis Process.

Creating Targets to Meet Vision and Mission Goals -- Applying External Organizational Analysis to Strategy -- 9. Cooperative Strategies to Sink Competitors -- Reallocating Your Resources for Cooperative Ventures -- 10. Succession Planning for Sustainability -- Importance of the SMS -- Creating a SMS-based Succession Plan -- Success Factor Example for Building Customer Satisfaction -- 11. Future Challenges to Success -- Talent Management Elements: Knowledge, Abilities, Skills, Other Characteristics -- Performance Appraisal and Talent Management -- Performance Rating Errors -- Creating a Mentoring Program for High Potential Talent -- Step 1: Understanding Our Strategies and Personal Goal Setting -- Step 2: Self-assessment -- Building Customer Satisfaction -- Step 3: The Mentoring Plan -- Step 4: Set Target Dates -- A Succession Plan Process That Works -- The Waterfall Succession Plan Process -- Talent Development Roles -- Details of Key Success Factor Evaluation Section -- Example: Potential for New Job Assignment -- Example: Potential Successors -- Seeking Outside Expertise - Do We Need It? -- 12. Looking Ahead: Artificial Intelligence (AI) and Developing Talent -- Introduction to AI -- Emerging AI Trends -- Implementing AI with Today's Tools and Methods -- 13. Readiness to Move Ahead -- The Importance of Your HR Staff in Supporting Changes -- Our Scenario Approach for Staff Development -- Scenario Instructions to Your Managers -- Supervisor Scenario Instructions -- Closing Thoughts -- An Invitation -- 1 - List of Annotated Methods for Harnessing Change -- 2 - PRIMARY REFERENCES - CLASSIC AND CURRENT -- 3 - 60-SECOND SEMINARS -- 4 - US NAVY TALENT DEVELOPMENT PROGRAM -- BIBLIOGRAPHY -- INDEX.

Harnessing Change to Develop Talent and Beat the Competition explores how organizations can formulate effective corporate level and business level strategies to achieve competitive advantage, earn above average profits, build and retain talent, and sustain financial strength.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.