Chief Learning Officer - September 2007 - (Page 50)

human capital Critical Organizational Competencies for a Globally Integrated World Alan Hewitt and Eric Lesser At the center of the globally integrated enterprise is the workforce itself. IBM Chairman and CEO Sam Palmisano recently wrote in Foreign Affairs: “The globally integrated enterprise will require fundamentally different approaches to production, distribution and workforce deployment … actively managing different operations, expertise and capabilities … allowing it to connect more intimately with partners, suppliers and customers.” The globally integrated enterprise is an organization focused on connecting and using various sources of production and value creation, regardless of where they are. It involves the close interaction among myriad internal and external stakeholders, including employees, customers, partners, government agencies and other third parties with a stake in the outcome of a particular product or service. Increasingly, this integration is the ante to doing business in today’s interconnected world. At the center of the globally integrated enterprise is the workforce itself. Although global information systems and closely linked supply chains of physical goods are key components, it is ultimately individuals who are responsible for coming up with and delivering the products and services for the organization. Thus, to successfully operate in a globally integrated world, an enterprise must build a set of core competencies aimed at optimizing the workforce. Many companies have started to focus their attention on one or two of these areas, but few have looked at these as an integrated set of organizational and workforce imperatives. All too often, these efforts are driven by a particular department or function rather than involving a unified set of corporate stakeholders. Responsibility for developing these capabilities lies in the HR and learning organizations, but it also must include line-operating units and supporting functions such as IT, legal and corporate communications. Building and sustaining a workforce for the globally integrated enterprise requires seven core competencies. Understanding the Workforce’s Demographics and Capabilities The globally integrated enterprise must have the competency to make fact-based decisions regarding the workforce, analyzing human capital data, developing basic insights about corporate demographics, skills and capabilities and employee performance. But fragmented HR systems, a lack of analytic tools and limited resources often stand in the way. This lack of visibility affects not only HR but the learning function, as well. How can learning leaders design effective learning strategies if they don’t have a full understanding of their workforce? All too often, it is virtually impossi- September 2007 I www.clomedia.com I Chief Learning Officer 50 http://www.clomedia.com

Table of Contents Feed for the Digital Edition of Chief Learning Officer - September 2007

Editor's Letter Contents Letters to the Editor Strategies Selling up, Selling Down Take Five Imperatives Guest Editorial Learning Solutions Embarking on a Learning Journey Clo Profile Environment CIGNA Service Operations: Making Strategic Change Happen, and Making It Stick Tactics Black & Decker: On-Demand Learning Creation and Consumption Productivity The Army You Have Human Capital Holiday Inn Express: Delivering Critical Training Globally Case Study: Tegan Jones Business Intelligence Case Study: Lisa Rummler Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - September 2007

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