by Lance Secretan
Business leaders are crying the blues about the so called, “shortage of talent”.
Tomas Chamorro-Premuzic, a Professor of Psychology at Columbia University, where he teaches MBA students, says that when he began teaching MBA students they all wanted to work for corporate giants like Goldman Sachs, IBM, and Unilever. A decade later, those names were more likely to be Google, Facebook, Apple and Amazon. But today, he says, MBA students no longer want anything to do with the corporate world at all. Continue reading
Lance Secretan interview by Bill Fox
Would you rather live and work in a world where we are inspiring each other — or one where we are focused on the process and mechanics of things? Read why and how the 21st Century is calling on all of us to make this leadership in our interview with Lance Secretan.
Lance is Founder and CEO of The Secretan Center, a former Fortune 100 company CEO and is a pioneering philosopher whose bestselling books, inspirational talks, and life-changing retreats have touched the hearts and minds of hundreds of thousands of people worldwide, and author of 22 books about leadership, inspiration, corporate culture and entrepreneurship.
In his latest book, The Bellwether Effect: Stop Following. Start Inspiring!, he proposes a theory that explains how and why leaders are attracted to, and seduced by, trendy ideas, and the process by which these ideas then become mainstream — and how we can change it. Continue reading
by Nancy Giordano (8 minute read)
Welcome to the age of increasing complexity, volatility, interdependence, diversity, ambiguity, flux and more. Bring it on…
Affected by many conflicting yet interdependent factors that demand constant adaptation and speed of response, organizations of all sizes are being required to deal with what are now very complex decision making environments. Companies are being challenged by unexpected competitors, attacked by cyber-criminals, and talked about by unpredictable customers constantly. Are most structures set up to deal with such a barrage? Continue reading
By Vivek Wadhwa for The Washington Post
Not long ago, schoolchildren chose what they wanted to be when they grew up, and later selected the best college they could gain admission to, spent years gaining proficiency in their fields, and joined a company that had a need for their skills. Careers lasted lifetimes.
Now, by my estimates, the half-life of a career is about 10 years. I expect that it will decrease, within a decade, to five years. Advancing technologies will cause so much disruption to almost every industry that entire professions will disappear. Continue reading
by Deborah Perry Piscione
One of my colleagues in Silicon Valley shared an experience with a programmer who wanted to work on a project. The programmer was quirky in the extreme; he wouldn’t look the project lead in the eye and spent most of his time staring intently at his own shoes. The interview was awkward, with the programmer talking at length about his video game play, while responses on work topics were monosyllabic.
It is remarkable, with so much knowledge of modern management practices, that only a small number of companies manage to generate significant revenue from new businesses. Surveys of senior executives indicate that only 6 percent are satisfied with their company’s innovation performance.