Today's leaders are faced with ever-evolving challenges in the frenetic pace of creating, building, maintaining and renewing their businesses. The success of one phase does not guarantee the success of the next. A smart, creative startup does not presuppose a mature, sustainable business. Successful globalization does not ensure perpetuity. With a constantly changing internal and external landscape, today's leader needs to be as much ahead in new knowledge and insights as he is in execution.

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To cap off the successful Senior Leaders' Program Series, Professor Ranjay Gulati, together with John Clements Consultants, launched (Re)Organize for Resilience, his latest book from Harvard Business Publishing. This event was held at the fifth floor of the Asian Institute of Management on June 1, 2010.

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The term customer centricity has been repeated enough times to the point that it is met with cynicism. According to Ranjay Gulati, a professor at Harvard Business School and author of the book (Re)Organize for Resilience, the problem does not lie in being aware of the need to focus on the customer, but rather in taking the necessary steps towards solving the customers' problems.

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Product Review:
Leading Across the Ages
by Paul Catiang

Harvard Business Publishing addresses the generational divide with Leading across the Ages, an online simulation and learning tool aimed to open a participant's perspective to the values of the generations produced during the 20th century. This program aims to build understanding between the generations and help leaders attract, motivate, and retain talent, regardless of age.

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How do we ensure that we will have the human capital that we need at the time that we need them? Without the needed human capital, specific goals of the organization will not be delivered. Thus, for the interest of attracting and retaining the much-needed talent, human capital strategies have to recognize the motivations and aspirations of the talent pool. As such, natural talents and aspirations will have to be understood in the context of the delivery of performance while at work. Ultimately, strategies on human capital management have to be aligned with business strategies so that greater goals can be achieved.

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In the midst of a slow economy and a take-no-prisoners stock market, attracting, recruiting, hiring, retaining and engaging top talent can make or break any organization. Today’s leaders must manage the scarce commodity called "talent" to sustain their competitive edge. Brainpower remains a key differentiator in today’s supply and demand market of knowledge workers. The organizations with the best talent win the race.

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Over the decades, the field of human resources has evolved from the mere bookkeeping of employee activities (overtimes, leaves, attendance, recruitment, severance, benefits, retirement) to a dynamic interaction with an ever-shifting pool of talents. Human resource professionals have found it necessary to revisit—if not reinvent—the basic principles of their practice.

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Freelance consultant Jose Ricardo Moran shares his thoughts on keeping your top talent, making performance management work, investing in a talent retention program, and achieving extraordinary results with ordinary people.

It is an oft-repeated pronouncement by company executives that “employees are their most important asset.” But in a down cycle, they treat positions and even training budgets as variable expenses—the first thing cut. Even accepted accounting methods treat investments in people as current expenses instead of assets that have a future value. Too many executives still regard and manage employees as costs instead of investments.

Throughout our careers, we are constantly searching for the best talent. How do we select the best people and how can we tell how well they will perform?

We look at countless resumés, look for candidates coming from the best schools, searching the internet, etc. We get down to a short list of candidates. Great, then we put them through aptitude tests and a series of interviews. At the end, we are looking for a "good fit." All the books and management classes agree that we need to find people that are a good fit, but they don’t really tell us how to determine if someone is a good fit.