At Knowledge Infusion, we are constantly expanding our individual and collective knowledge of the Human Capital Management and Talent Management domains. Information comes through a variety of channels including this recommendation from one of our clients.

The book is titled "Results" by Gary Neilson and Bruce Pasternack. I haven't read it all, but have focused on a chapter titled "The Resilient Organization". The content is interesting to me because it speaks to the same mantra that Knowledge Infusion does on the importance of vision, alignment, adaptability, and moving the  goalpost every three years.

Some excerpts:

"Flexible enough to adapt quickly to external market shifts, the Resilient organization remains steadfastly focused on and aligned behind coherent business strategy......Resilient is the healthiest of all organization types (compared to the Passive-Aggressive, the Fits and Starts, the Outgrown, the Over-managed, the Just In Time, and the Military Precision organizations). It is in good working order... They're always scanning the horizon for the next competitive battle or market innovation."

"Nothing exists "just because" in the Resilient organization; every position, process, and policy has a purpose...and that purpose is aligned with the strategic objectives of the enterprise." (Reminds me of Knowledge Infusion's trilogy of People, Process, and Technology).

This just scratches the surface...might be worth a read for you as well!!

As a Knowledge Infusion consultant, it's my job to work with organizations to define their HCM and Talent Management strategies and create actionable plans to begin to execute on that strategy. As part of this process, we do an extensive review of the existing HR Technology infrastructure and conduct discovery interviews with stakeholders to glean current insights. Once complete, we analyze and synthesize the data collected to determine elements of the initial recommendation list. We then conduct an iterative review of the material and begin to refine the list to arrive at the final recommendation set and action plan. This entire process is aimed at creating a strategy poised to deliver not just HR value, but business value.

Often times during this process, I run into issues that are tough to deal with. I uncover significant deficiencies that will be a challenge for the client to deal with and overcome. This sometimes comes in the form of a series of bad or misguided technology decisions that detract from achieving stated goals. When I find myself in these situations, I am compelled to speak up. It's my obligation to tell the client what they may not want to hear in order to get them where they want to go. It's my job to deliver the bad news and turn it into a plan that aims to transform HR. It's through this approach and committment that together with clients, we develop a strategy that is not only achievable, but also produces true business value.