Leading Across New Borders: How to Succeed as the Center Shifts

Chapter 2Global Talent: Beyond OutsourcingWho “Global Talent” Is, What People Want, and What They Need to Learn

Rethinking Talent

Many organizations have realized that if they still hope to be relevant in the near future, they need to radically adjust their thinking about where they are located, how they do business, what they produce, and who will lead them. While the need for change is glaringly apparent, the path to success in this new global playing field is often elusive. The transformation to a global talent management model is a high-stakes endeavor fraught with difficulties and well-intentioned strategies gone awry. As the world shifts, some approaches to talent will produce far greater success than others.

Allergic to Outsourcing

Sohail is a mid-level manager for a global pharmaceutical conglomerate that has invested millions in its sprawling Hyderabad campus and has aggressive hiring plans to fill the site with Indian talent. The break room where we meet resembles a Moroccan riad, an open courtyard in the center of the white building with light pouring in from a glass roof. Well-spoken, whip-smart, and sharply dressed, Sohail leans forward with his elbows on his knees and uses his hands to talk.

“I'm actually part of a new team in Hyderabad. We used to be in a BPO [business process outsourcing] relationship with the company, but now we are part of an integrated global business services [GBS] center. The organization takes major decisions based on our input.”