Evaluating Existing Initiatives— What Role Does Culture Play?;
The United Kingdom–based consumer products company mentioned in Chapter 1 couldn’t grow because its highly praised succession planning process was inadequate. The public utility described in Chapter 2 had more than two dozen consultants on site—each working on a different, uncoordinated piece of workforce and leadership development. In both of these instances, executives didn’t have a clear idea of what was actually going on with talent management. This opacity makes it impossible to perform an essential executive function: evaluating existing initiatives to identify which investments should be expanded, fixed, nixed, or reinvented.
This chapter shows how to assess talent management ...