McKinsey

Ten years ago McKinsey conducted a research called War for Talent which pointed towards an imminent shortage of executives. Today, that problem still exists and has probably become even worse. Companies now face the retirement of baby boomers, and are not sure about the talent that would be suitable for emerging markets. McKinsey Quarterly global survey in 2006 found that getting talented people was among the top objectives of managers, in 2007’s a second survey had over half of the respondents stating that they expected competition for talent to intensify.

This article which is actually an excerpt from a book presents a sound argument for the fundamental reasons that led to the recent economic crisis. The author Timothy M. Koller begins by stating how many serious thinkers have responded in the aftermath of the ongoing economic crisis. They have by and large stated that we must fundamentally change our idea about the market economies in order to avoid economic crises in future. They have called for much stricter and explicit governmental regulation into the actions of investors and companies. There is also a general demand for new economic theories that can prove to be a stronger safeguard against any future recessions.                                       

E-learning was introduced with a lot of hype but turned out to be a disappointment. It was not because e-learning as a concept was merely a lot of hot-air but not much substance. The real reasons were that we did not have platforms that could maximize the potential of e-learning. But that was then, today we have Web 2.0, social media, crowd-sourcing and a host of mobile computer devices like tablet PCs, e-readers, ipods and ipads, all of which can be used together to make the most of e-learning.                                       

Cross-selling goals weren’t just empty talk...
 
Within large organizations, business units oppose company-wide cross selling initiatives. The company’s practice of rewarding business unit leaders and salespeople on the basis of individual performance—not their support for the efforts of others—thwarted cross-selling endeavors. Even incentives failed due to encouraging cross-selling.