Individuals matter
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Individuals matter
One second-order effect may be organisational flattening. If junior employees can perform at near-expert levels with the support of Copilots or enhanced knowledge resources, seniority will be reconsidered in ways we’ve not had to before. How you contribute to a company may be less about the years you spend there, and more about the relationships yo... See more
đź”® Why AI might finally break Polanyi's Paradox
Hearing Dan Cable, author of Change to Strange, speak at a Young Presidents’ Organization program at London Business School, Browne wondered: 1. How can we expect our employees to be extraordinary and differentiate the company if we use the same hiring and onboarding methods as competitors? 2. What characteristics describe our ideal workforce that
... See moreVerne Harnish • Scaling Up : How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0)
Think of performance bonuses or promotions or hiring. Everything is focused on the individual actor, rather than the team. And that, it turns out, is a big mistake. Managers tend to focus on the individual because it makes intuitive sense. You want the best people, and people are different, so focus on getting the best performers, and you’ll get be
... See moreJeff Sutherland • Scrum
Conventional hiring processes are designed to recruit the most skilled people to fill a specific role at the right price. The experience can feel dehumanizing — it’s laden with unwritten rules, negotiation, posturing, and indirect communication (if you’re lucky) through recruiters.
The process, at its core, is a transaction of resources. It’s not fi... See more
The process, at its core, is a transaction of resources. It’s not fi... See more
Sharan Bal • Hiring Humans, Not Resources
I have often found that one company’s C-player is another company’s A-player – context, cultural fit and relevant personal motivation are critical to performance after all.