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Developing Employee Talent to Perform: People Power

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Kim Warren

Print Price: 
$25.00
E-book Price: 
$15.00
In Stock Date: 
March 20, 2009
Year of Copyright: 
2009
Number of Pages: 
145
Print ISBN-13: 
978-1-60649-039-6
Print ISBN-10: 
1-60649-039-7
E-book ISBN-13: 
978-1-60649-040-2
E-book ISBN-10: 
1-60649-040-0

People are an expensive, critical resource in any organization, and can be a powerful source of sustained advantage. They profoundly affect other resources such as customers, brand reputation, intellectual property, and cash. They drive the growth or decline of these resources and possess attributes of their own– such as skills and knowledge – that must be carefully developed and nurtured.
Despite this, leaders tend to focus on the softer aspects of people management, that are the least easy to identify and influence, such as motivating, mentoring, and team-work- whilst ignoring the simpler fundamentals of how many they need, and where and how to deploy them over time. This book redresses the balance, providing a practical, fact-based approach to managing this most sensitive of resources. The book gives clear explanations and illustrations of the key concepts, with action checklists, key questions, and case examples
Topics covered include:
• Shows leaders how to understand and manage the changes in their staff-base over time, in the light of often complex interactions between hiring, promotion, development and attrition
• Explains where people connect to the tangible resources of the business, to help ensure they are deployed more effectively, getting the right number of the best people in the right places and adapting these deployments as the business changes through time
• Describes the mechanisms by which people and teams develop skills and shared capabilities, so that they can bring about substantially improved performance for the organization as a whole,
• Provides a common language, in diagrams, words and numbers, for leaders, HR professionals and others in the management team to understand and communicate about how their staff resources are developing through time, ensuring that expensive and effort-intensive initiatives to develop the organization can be undertaken with confidence and support.

Author Biography: 

Kim Warren has been teaching Strategic Management in MBA and Executive programs at London Business School since 1990. There he has developed powerful frameworks for strategy analysis and strategic management that go beyond the simple, static tools that are more commonly used. Known as ‘Strategy Dynamics’, this method focuses on improvements to the time-path of business performance that is so crucial to the concerns of investors and other stakeholders. The method also provides a sound basis for strategy development in public-service and non-commercial organizations.
Kim is author of the prize-winning 'Competitive Strategy Dynamics' Wiley: July 2002. This success led to the launch of a major strategy textbook ‘Strategic Management Dynamics’ [Wiley, 2008]. Although largely adopted in business schools, this latest books in particular is invaluable to consultants and executives with an active involvement in strategy. He has also developed with colleagues an extensive suite of simulation-based learning materials and strategy mapping software that provide a clear understanding of this rigorous, fact-based approach to developing and managing Strategy through time. His Strategy Dynamics course is a popular option amongst degree students at LBS, and is also delivered via distance learning. Elements of this course have been adopted by other international Business Schools.
These concepts and tools build strongly on Kim’s practical experience, both before and since joining London Business School. He spent 15 years in strategic planning roles, notably as retail strategy director for Whitbread PLC during the group's growth and domination in just 10 years of a $1.5bn business across multiple restaurant and leisure sectors. He continues to build on this experience with extensive engagements with organizations of all kinds – including public sector and voluntary organizations. Collaborations with leading consulting firms are extending the application of Strategy Dynamics principles, notably in relation to corporate strategy, equity analysis, technological disruption and due-diligence for M&A and private equity deals. Consulting relationships also enhance and develop the approach, recent examples including Microsoft Inc, Visa International, BT plc, Barclays Bank, PWC and Deloitte.