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100%: Jon Younger, Marshall Goldsmith, Norm Smallwood: Agile Talent, How to Source and Manage Outside Experts (ISBN: 9781625277640) 2016, in Englisch, auch als eBook.Nur diese Ausgabe anzeigen…
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Agile Talent, How to Source and Manage Outside Experts
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Bester Preis: € 24,45 (vom 11.08.2016)1
Agile Talent
EN USISBN: 9781625277633 bzw. 1625277636, in Englisch, Harvard Business School Pr, Harvard Business School Press, Harvard Business School Press, gebraucht.
Lieferung aus: Vereinigte Staaten von Amerika, in-stock.
Google and Intel use experts in social science and biomechanics to assess how people think about and use technology. JPMorgan Chase, Goldman Sachs, and Credit Suisse use astrophysicists as strategists? because of their expertise in big data sets like commercial mortgages. Campbell?s Soup and PepsiCo use anthropologists to more deeply understand customer tastes and preferences. Munich RE and AIG use experts from all different kinds of fields to better assess risk. These companies are gaining competitive advantage through a new capabilitystrategic use of expertsmade possible by technology and the globalization of talent. Managers understand that lean, agile, and fast business strategies require that they think in new ways about accessing and leveraging (and not necessarily owning) key strategic talent and filling critical gaps in strategic capabilities. As managers increasingly look to nontraditional sources of strategic talent and experiment with fast, flexible ways of engaging them, they need a road map. Agile Talent delivers the new road map for managing external, expert talentshowing how to assess, choose, attract, develop, and support these new kinds of talent. Authored by two veterans in talent, leadership, and strategic HR who teach and consult widely around the world, the book reveals how companies such as Apple, Uber, Airbnb, Google, IBM, and Bain Capital organize and manage new forms of talent in new ways. Supported by survey data and packed with tools and templates for applying these ideas, this book is the ultimate guide for winning the next war for talent.
Google and Intel use experts in social science and biomechanics to assess how people think about and use technology. JPMorgan Chase, Goldman Sachs, and Credit Suisse use astrophysicists as strategists? because of their expertise in big data sets like commercial mortgages. Campbell?s Soup and PepsiCo use anthropologists to more deeply understand customer tastes and preferences. Munich RE and AIG use experts from all different kinds of fields to better assess risk. These companies are gaining competitive advantage through a new capabilitystrategic use of expertsmade possible by technology and the globalization of talent. Managers understand that lean, agile, and fast business strategies require that they think in new ways about accessing and leveraging (and not necessarily owning) key strategic talent and filling critical gaps in strategic capabilities. As managers increasingly look to nontraditional sources of strategic talent and experiment with fast, flexible ways of engaging them, they need a road map. Agile Talent delivers the new road map for managing external, expert talentshowing how to assess, choose, attract, develop, and support these new kinds of talent. Authored by two veterans in talent, leadership, and strategic HR who teach and consult widely around the world, the book reveals how companies such as Apple, Uber, Airbnb, Google, IBM, and Bain Capital organize and manage new forms of talent in new ways. Supported by survey data and packed with tools and templates for applying these ideas, this book is the ultimate guide for winning the next war for talent.
2
Agile Talent (2016)
EN NW EB DLISBN: 9781625277640 bzw. 1625277644, in Englisch, Harvard Business Review Press, Harvard Business Review Press, Harvard Business Review Press, neu, E-Book, elektronischer Download.
Lieferung aus: Kanada, in-stock.
How to Leverage Talent You Don't OwnCampbell Soup Company and PepsiCo seek advice from anthropologists to understand customer tastes and preferences. Google and Intel engage experts in social science and biomechanics to assess how people think about and use technology. Companies are gaining advantage through a new capability-strategic use of external experts-made possible by technology and the globalization of talent. Leaders everywhere recognize that lean," agile," and fast" strategies require new ways to access and leverage-without owning-key talent to fill critical gaps. As managers seek nontraditional sources of strategic talent and experiment with fast, flexible ways of engaging these experts, they need a new roadmap. This book delivers that roadmap. It tells you how to assess, choose, attract, develop, support, and retain your external talent. Authored by thought leaders and bestselling authors in leadership and talent management who teach and consult globally, Agile Talent reveals how companies such as Apple, Uber, Airbnb, Google, IBM, and Bain Capital organize and manage new forms of talent in innovative ways. Supported by survey data and packed with tools and templates for applying these ideas, this book is the ultimate guide for winning the next war for talent.
How to Leverage Talent You Don't OwnCampbell Soup Company and PepsiCo seek advice from anthropologists to understand customer tastes and preferences. Google and Intel engage experts in social science and biomechanics to assess how people think about and use technology. Companies are gaining advantage through a new capability-strategic use of external experts-made possible by technology and the globalization of talent. Leaders everywhere recognize that lean," agile," and fast" strategies require new ways to access and leverage-without owning-key talent to fill critical gaps. As managers seek nontraditional sources of strategic talent and experiment with fast, flexible ways of engaging these experts, they need a new roadmap. This book delivers that roadmap. It tells you how to assess, choose, attract, develop, support, and retain your external talent. Authored by thought leaders and bestselling authors in leadership and talent management who teach and consult globally, Agile Talent reveals how companies such as Apple, Uber, Airbnb, Google, IBM, and Bain Capital organize and manage new forms of talent in innovative ways. Supported by survey data and packed with tools and templates for applying these ideas, this book is the ultimate guide for winning the next war for talent.
3
Agile Talent
EN NWISBN: 9781625277633 bzw. 1625277636, in Englisch, neu.
Google and Intel use experts in social science and biomechanics to assess how people think about and use technology. JPMorgan Chase, Goldman Sachs, and Credit Suisse use astrophysicists as strategists? because of their expertise in big data sets like commercial mortgages. Campbell's Soup and PepsiCo use anthropologists to more deeply understand customer tastes and preferences. Munich RE and AIG use experts from all different kinds of fields to better assess risk. These companies are gaining competitive advantage through a new capabilitystrategic use of expertsmade possible by technology and the globalization of talent. Managers understand that lean, agile, and fast business strategies require that they think in new ways about accessing and leveraging (and not necessarily owning) key strategic talent and filling critical gaps in strategic capabilities. As managers increasingly look to nontraditional sources of strategic talent and experiment with fast, flexible ways of engaging them, they need a road map. Agile Talent delivers the new road map for managing external, expert talentshowing how to assess, choose, attract, develop, and support these new kinds of talent. Authored by two veterans in talent, leadership, and strategic HR who teach and consult widely around the world, the book reveals how companies such as Apple, Uber, Airbnb, Google, IBM, and Bain Capital organize and manage new forms of talent in new ways. Supported by survey data and packed with tools and templates for applying these ideas, this book is the ultimate guide for winning the next war for talent.
4
Agile Talent, How to Source and Manage Outside Experts (2016)
EN NW EBISBN: 9781625277640 bzw. 1625277644, in Englisch, Harvard Business Review Press, neu, E-Book.
Lieferung aus: Niederlande, Direct beschikbaar.
bol.com.
How to Leverage Talent You Don’t Own Campbell Soup Company and PepsiCo seek advice from anthropologists to understand customer tastes and preferences. Google and Intel engage experts in social science and biomechanics to assess how people think about and use technology. Companies are gaining advantage through a new capability-strategic use of external experts-made possible by technology and the globalization of talent. Leaders everywhere recognize that lean,” agile,” and fast” strategies require ... How to Leverage Talent You Don’t Own Campbell Soup Company and PepsiCo seek advice from anthropologists to understand customer tastes and preferences. Google and Intel engage experts in social science and biomechanics to assess how people think about and use technology. Companies are gaining advantage through a new capability-strategic use of external experts-made possible by technology and the globalization of talent. Leaders everywhere recognize that lean,” agile,” and fast” strategies require new ways to access and leverage-without owning-key talent to fill critical gaps. As managers seek nontraditional sources of strategic talent and experiment with fast, flexible ways of engaging these experts, they need a new roadmap. This book delivers that roadmap. It tells you how to assess, choose, attract, develop, support, and retain your external talent. Authored by thought leaders and bestselling authors in leadership and talent management who teach and consult globally, Agile Talent reveals how companies such as Apple, Uber, Airbnb, Google, IBM, and Bain Capital organize and manage new forms of talent in innovative ways. Supported by survey data and packed with tools and templates for applying these ideas, this book is the ultimate guide for winning the next war for talent. Taal: Engels;Formaat: ePub met kopieerbeveiliging (DRM) van Adobe;Kopieerrechten: Het kopiëren van (delen van) de pagina's is niet toegestaan ;Geschikt voor: Alle e-readers te koop bij bol.com (of compatible met Adobe DRM). Telefoons/tablets met Google Android (1.6 of hoger) voorzien van bol.com boekenbol app. PC en Mac met Adobe reader software;Verschijningsdatum: januari 2016;ISBN10: 1625277644;ISBN13: 9781625277640; Engelstalig | Ebook | 2016.
bol.com.
How to Leverage Talent You Don’t Own Campbell Soup Company and PepsiCo seek advice from anthropologists to understand customer tastes and preferences. Google and Intel engage experts in social science and biomechanics to assess how people think about and use technology. Companies are gaining advantage through a new capability-strategic use of external experts-made possible by technology and the globalization of talent. Leaders everywhere recognize that lean,” agile,” and fast” strategies require ... How to Leverage Talent You Don’t Own Campbell Soup Company and PepsiCo seek advice from anthropologists to understand customer tastes and preferences. Google and Intel engage experts in social science and biomechanics to assess how people think about and use technology. Companies are gaining advantage through a new capability-strategic use of external experts-made possible by technology and the globalization of talent. Leaders everywhere recognize that lean,” agile,” and fast” strategies require new ways to access and leverage-without owning-key talent to fill critical gaps. As managers seek nontraditional sources of strategic talent and experiment with fast, flexible ways of engaging these experts, they need a new roadmap. This book delivers that roadmap. It tells you how to assess, choose, attract, develop, support, and retain your external talent. Authored by thought leaders and bestselling authors in leadership and talent management who teach and consult globally, Agile Talent reveals how companies such as Apple, Uber, Airbnb, Google, IBM, and Bain Capital organize and manage new forms of talent in innovative ways. Supported by survey data and packed with tools and templates for applying these ideas, this book is the ultimate guide for winning the next war for talent. Taal: Engels;Formaat: ePub met kopieerbeveiliging (DRM) van Adobe;Kopieerrechten: Het kopiëren van (delen van) de pagina's is niet toegestaan ;Geschikt voor: Alle e-readers te koop bij bol.com (of compatible met Adobe DRM). Telefoons/tablets met Google Android (1.6 of hoger) voorzien van bol.com boekenbol app. PC en Mac met Adobe reader software;Verschijningsdatum: januari 2016;ISBN10: 1625277644;ISBN13: 9781625277640; Engelstalig | Ebook | 2016.
5
Agile Talent: How to Source and Manage Outside Experts
EN NWISBN: 9781625277633 bzw. 1625277636, in Englisch, Harvard Business Review Press, neu.
Lieferung aus: Kanada, In Stock, plus shipping.
Jon Younger, Norm Smallwood, Books, Agile Talent: How to Source and Manage Outside Experts, How to Leverage Talent You Don’t OwnCampbell Soup Company and PepsiCo seek advice from anthropologists to understand customer tastes and preferences. Google and Intel engage experts in social science and biomechanics to assess how people think about and use technology. Companies are gaining advantage through a new capabilitystrategic use of external expertsmade possible by technology and the globalization of talent. Leaders everywhere recognize that lean,” agile,” and fast” strategies require new ways to access and leveragewithout owningkey talent to fill critical gaps. As managers seek nontraditional sources of strategic talent and experiment with fast, flexible ways of engaging these experts, they need a new roadmap.This book delivers that roadmap. It tells you how to assess, choose, attract, develop, support, and retain your external talent. Authored by thought leaders and bestselling authors in leadership and talent management who teach and consult globally, Agile Talent reveals how companies such as Apple, Uber, Airbnb, Google, IBM, and Bain Capital organize and manage new forms of talent in innovative ways. Supported by survey data and packed with tools and templates for applying these ideas, this book is the ultimate guide for winning the next war for talent.
Jon Younger, Norm Smallwood, Books, Agile Talent: How to Source and Manage Outside Experts, How to Leverage Talent You Don’t OwnCampbell Soup Company and PepsiCo seek advice from anthropologists to understand customer tastes and preferences. Google and Intel engage experts in social science and biomechanics to assess how people think about and use technology. Companies are gaining advantage through a new capabilitystrategic use of external expertsmade possible by technology and the globalization of talent. Leaders everywhere recognize that lean,” agile,” and fast” strategies require new ways to access and leveragewithout owningkey talent to fill critical gaps. As managers seek nontraditional sources of strategic talent and experiment with fast, flexible ways of engaging these experts, they need a new roadmap.This book delivers that roadmap. It tells you how to assess, choose, attract, develop, support, and retain your external talent. Authored by thought leaders and bestselling authors in leadership and talent management who teach and consult globally, Agile Talent reveals how companies such as Apple, Uber, Airbnb, Google, IBM, and Bain Capital organize and manage new forms of talent in innovative ways. Supported by survey data and packed with tools and templates for applying these ideas, this book is the ultimate guide for winning the next war for talent.
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