
82 B
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wake up to find itself woefully beh ind in the talent curve —simply
because it failed to periodically compare it s performers against
those of outsid e play ers.
Finally, there is a paradox at wor k here, in th at companies that
create excepti onal internal dev elopm ent pi pelin es eventually run
the risk o f exposing themse lves to raid ing parties from other orga-
nizations. The reaso n why c orpor ation s such as Pep siCo and GE
have tradition ally p roven to be good hu nting grounds for execu tive
recruiters is because recruiter s know that these companies have
established a strong track record in turning out capable leaders. T