When we brought TomorrowToday.biz to life, we agreed to see ourselves as an international business. We knew there was no reason on the planet that a company grown out of South Africa couldn’t add value to organisations all over the world. Every now and then we have moments like this week, when we step back briefly and stand a little amazed that we’re doing it…
Toward the end of this week, Keith will be in Shanghai, China; Graeme in Melborne, Australia; and Barrie in Tokyo, Japan. Add to that the 35 odd people in South Africa, the UK and Hawaii, and it’s week worth smiling at : ) ‘Keep Walking’
If you’re a FireFox browser user then you might be interested in this list of ‘top rated extensions’ from C-Net. If you’re anything like me, then you end up with a fair amount of extensions loaded, you don’t know if they’re useful, and you haven’t a clue if there are some doing what others are doing, and hence wasting resource on your machine.
Here’s a handy list of ‘must haves’ to consider.
The talent challenge is for real. And it isn’t just the frontline Indian software firms that are realising this. Increasingly, the global IT majors setting up shop in India are sensing the need to find new ways to attract and retain talent. There’s also the need to quickly build new capabilities and skills. In October 2004, a conference in Chennai, addressed these issues. On the sidelines of the summit, Businessworld (India) and Nasscom brought together six experts to debate issues related to talent management. The panelists were Subroto Bagchi, co-founder and COO, MindTree Consulting, Hema Ravichander, senior vice-president (HR), Infosys Technologies, Ajit Rangnekar, the deputy dean of the Indian School of Business, Ray Kloss, Peoplesoft’s director, product and industry marketing (Japan & Asia Pacific), Martin Appel, the HR head of IBM India and Nasscom president Kiran Karnik . Businessworld’s deputy editor Indrajit Gupta moderated the discussion.
The objective of the session was to identify the challenges India’s knowledge-based firms will face as they scale up, and also identify creative solutions and ideas that will help them design organisations that leverage and engage talent.
Excerpts of their excellent discussion are available online here.
Some highlights (without context):
Continue reading ‘Managing Talent Differently’
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