Companies have to be agile in order to stay relevant and be successful. They can do so by upgrading on all levels – getting diverse leadership teams, gathering and processing the right data and preparing their whole ecosystem to consistently move precisely when that is required.

Investing in technology for in-house training can have a wide range of benefits: reduced costs, saved time, convenient and personalised training to employees. Having the technological resources which make it easier for staff to share their knowledge and experience can help create the positive training and learning culture which is so important for business success.

There is a lot of talk about leadership and how it should be cultivated in organizations but few discuss the complementary skill that has to go with it: followership. To some extent it is rather ironic that the generation that managed to change the face of corporations is also lacking the ability to rally and follow direction in the workplace.

Talent management is a rather new thing on the organizational grid. As is with most important or valuable things, talent is rather scarce. Finding it, developing and retaining it are all challenges that HR professionals and team managers face together. So let’s explore a few best practices for a successful talent management program:

The main problem modern leaders face is that they have to reach very high goals while at the same time maintaining their teams engaged, determined and happy. There are at least six ‘behavioural bridges’ that can be built on in order to marry orientation towards getting results with a genuine care for the human component.

In today’s complex and competitive business environment time seems to shrink and there never seems to be enough of it to allow for properly complete tasks. And to make things worse, new challenges arise constantly and workers need to meet expectations in a timely manner. Training just in time (or ‘on demand’) is the solution organisations all over the world are turning to.

Talent acquisition has always been important for organisations but lately the checklist for what a talented individual should look like has radically changed. The most precious exchange coins in the present day work market are flexibility, adaptability and the capacity to learn fast. It’s a new skills economy.

Making big decisions fast and knowing when something is a major game changer and when it is just a fad is crucial to the present day leader. Achieving transversal business acumen throughout the organization is something that has to become a daily habit with the promotion of a continuous learning culture and a strong focus on employee empowerment.

In order to take the organization to the highest possible level, leaders must engage their people with a compelling and tangible vision. While born inspirational leaders are rather scarce, the need for organizations to figure out and communicate their vision at every point of interaction with both customers and employees is becoming greater by the day. Vision is imagination and clarity all at once.