The ability to move talent—as well as innovative ideas and critical knowledge—across the organization’s ecosystem can help build and develop bench strength in critical roles, establish and strengthen key interdependencies, as well as breakdown destructive silos.
In fact, a next practice we’ve identified in our research into
agile organizations and leaders
, currently in use by 3.5x more high-performance organizations, is establishing a network of both internal and external partners to share, rent, and borrow talent.
This infographic and accompanying case studies bring to life i4cp's model of an agile talent ecosystem:
CASE STUDIES - THE TALENT ECOSYSTEM IN ACTION
How the global leader in IT and networking solutions redesigned its strategic workforce planning approach to lead with intelligence.
How the multinational consulting, IT, and outsourcing services provider sought to ensure its 200,000 workers can effectively collaborate regardless of physical location, and to move talent to where it's needed at any time.
Disney Consumer Products and Interactive Media (DCPI) believes that it’s unlocked the trapped value that comes from helping employees feel a more personal—and purpose-driven—connection with their employer.
Unilever created a platform that matches Unilever employees to projects that help stretch their skills and knowledge in different areas across the organization.
How global technology and industrial digitalization company ABB formed a consortium of companies to accelerate the development of their top executive-level succession candidates.
Unilever is on the path to becoming a borderless organization, one in which employees collaborate closely and frequently, enabling the free flow of knowledge and ideas across the entire enterprise.
General Motors Corp. and Ford Motor Co. are taking new approaches—centered around connecting employees and sharing knowledge (i.e., social capital)—to strengthen and unleash the creative power across their ecosystems to spur innovation.
With a workforce that’s 95,000 strong, the iconic brand Procter & Gamble has a deep and diverse collective of skills and experience at hand. But with the rise of the gig economy, P&G has become increasingly eager to draw on independent freelancers to augment its already impressive talent pool.
IBM has found that allowing smaller teams to direct themselves (rather than looking to a few individuals to lead large groups of employees) enables faster, more efficient decision making, and ultimately leads to greater innovation.