Managing human capital is like assembling a jig-saw puzzle: The scattered pieces of current and future job skills, organizational needs, and human talent have to align with rapidly changing market needs, capital markets, and innovation.
The new millennium brought about a complex and chaotic economy that generated a plethora of new opportunities, yet unbundled traditional organizational structures and the ways that workers interface with them. The impact on individual careers has been dramatic.
In their book Blur, authors Stan Davis and Christopher Meyer use the word blur to describe the increasing speed of change in today's “connected economy”:
Because we are so newly caught up in the whirl-wind of this transition, we ...