Reimagining Future of Future by redesigning Talent Strategy in the Age of Distraction and Disruption

In times of crisis and with the increase of new ways of working, public sector organisations increasingly include agile practices in their working practices. To successfully transform public sector organisations into agile organisations, public servants require a new set of competences. Informal learning is a key element that helps public servants to build and apply these competences, e.g., through the collaboration with external experts in public sector innovation fellowships. To observe how collaborative competences for agile public organisations can be developed successfully by involving external experts, I conducted a case study on two iterations of a public sector innovation fellowship. My findings show that throughout the fellowships, competences are being developed in a collaborative process on a personal and organisational level. The practical application of the learned methods, personal reflection, and the development of organisational networks transform the collaborative into a learning process, allowing public servants to develop new competences and bring them into their organisation.

Today's workforce is characterised by an increasing mix of people with varying career aspirations, work motivators and job satisfiers. This paper discusses the intergenerational nature of today's workforce, which is currently dominated by the age groups commonly referred to as Baby Boomers and Generation X. The Baby Boomers defined and redefined work during the last quarter of the twentieth century, but as they track towards retirement, GenXers' valued work patterns and their career and life aspirations are increasingly dominating. This paper draws on a body of literature about a younger generation of workers and the current world of work in today's knowledge society, and discusses possible implications for the teaching profession, particularly for attracting and retaining young people as teachers.

Purpose- The study analyzed the relationship between ambidexterity, environmental dynamism, and organizational agility, in which environmental dynamism carry the mediating character. The study is related to the IT sector, where being ambidextrous and agile to the outside world is vital. Introduction- Organizational agility is essential for prosperity and accomplishment due to external pressure from the business environment. In the current business environment, organizational ambidexterity is indispensable to govern volatility, nurture innovation, maintain competitiveness, and achieve lasting success for the IT sector. In the rat race of global competition, the Covid-19 outbreak, remote work demands, changing laws and regulations, and dynamic environmental conditions necessitate agility in the Indian IT sector. Methodology- Precise literature review and quantitative analysis have been applied to 226 employees (middle-level managers) in the selected IT companies from Chandigarh city. To derive the direct and mediation impact between ambidexterity, environmental dynamism, and organizational agility, SEM has been applied on the collected data. Findings- The results demonstrate that dynamics related to the environment have a positive and significant relationship with both exploration and exploitation. Secondly, exploration and exploitation have a positive relationship with organizational agility. There has been no mediating effect of environmental dynamism on the relationship between exploration and organizational agility as well as exploitation and organizational agility. The study elucidates that ambidexterity and organizational agility hold a positive correlation, which is ultimately favorable for the IT sector, as articulated in the literature.

The study assesses how effectively succession planning and talent management facilitate the establishment of organizational agility, as well as the moderating influence of organizational learning in the context of Saudi-based banking and finance sectors. Based on the Resource-Based View theory, the study indicates that learning culture and human capital are very important as primary sources of competitiveness in turbulent environments. A stratified sampling was used in the data gathering of 400 respondents and the partial least squares structural equation modeling (PLS-SEM). The result shows that there is a positive and statistically significant relationship between succession planning and organizational agility, and, therefore, a consistent stream of leadership makes an organization more adaptable and resilient. On the other hand, talent development was negatively correlated with agility, which implies that the existing training practices do not match agility needs. Representatives of organizational learning moderated the succession planning–agility, leadership readiness, and adaptability relationship in a positive manner, but moderated the talent development–agility relationship in a negative manner, which implies that the organization has a disconnection between learning and talent strategies. It highlights the necessity to redesign HR practices to make them agile, promote the development of adaptive leadership and a culture of learning, and introduce flexible talent policies. This knowledge adds to the theoretical discussion of the dual nature of organizational learning as a facilitator and constraint as well as providing practical ways to enhance competitiveness in dynamic financial markets.

The rapid convergence of artificial intelligence (AI) and digital globalisation is profoundly transforming how organisations design work, manage talent, and generate value across borders. This study explores how global talent strategies are being re-architected in the context of emerging economies, where digital acceleration is reshaping competitive advantage and workforce capability. Drawing upon qualitative data from semi-structured interviews with HR leaders and policy experts in Africa, Asia, and the Middle East, the research investigates how digital globalisation and AI integration are influencing strategic HRM practices, skill formation, and organisational capability development. The methodological approach is interpretivist, focusing on meaning-making within global and institutional contexts. The study identifies two central findings: first, that AI-driven work design and talent analytics are creating hybrid, skill-fluid ecosystems where traditional hierarchical roles are giving way to project-based global teams; and second, that HR professionals in emerging economies are constrained by infrastructural, educational, and policy barriers that limit their capacity to leverage digital talent strategies. The research contributes to global HRM theory by proposing an integrative model of AI-enabled global talent strategy that aligns digital capability building, inclusive workforce development, and HR’s strategic value creation role. The findings have important implications for policymakers and HR leaders seeking to balance automation and employability, address digital skill inequities, and sustain talent competitiveness in rapidly transforming economies.

A highly competitive market has increased the importance of organizational agility in attaining competitiveness through strengthening leadership and organizational culture. This study aims at examining the effect of entrepreneurial leadership on organizational agility mediated by organizational culture in Indonesian Small and Medium-sized Enterprises. There was a lack of evidence on which entrepreneurial leadership could significantly influence organizational agility through organizational culture. Using simple random sampling technique, a total of 200 employees from the centre of Industrial Village in East Jakarta, Indonesia was selected as the sample. Data were obtained through survey method and quantitatively analysed using Structural Equation Modelling with LISREL 8.8 software. The findings show that entrepreneurial leadership and organizational culture respectively have positive and significant direct effects on organizational agility. Entrepreneurial leadership has a positive and significant direct effect on organizational culture, and entrepreneurial leadership has a positive and significant indirect effect on organizational agility mediated by organizational culture. The research findings can provide guidelines for the SMEs entrepreneur to facilitate appropriate leadership and organizational culture, so as to foster organizational agility and achieve business benefits.

In a world where progress is driven by people and experience, having the right workforce with a strong HR and Talent strategy is key to business growth and business agility. Building and retaining this talent requires the enterprise to cater to the changing talent landscape with a comprehensive talent agenda to attract, develop and retain the right resources for their workforce. In order to achieve these objectives, it is important for the enterprise to develop and scale new digital and data savvy skills while balancing user-centricity with an industry solution orientation that starts with talent acquisition and continues on through the employee lifecycle. This transformational journey to enhance the employee experience and improve productivity includes elements such as talent acquisition (attraction, recruiting and interviewing, onboarding…), personalized career development, personalized retention practices (motivation, feedback, recognition, opportunities…) and predicting critical events (new technology burst such as Gen AI…) while maintaining a solution that addresses all required regulations. This includes creating tools that assist in evaluating and assessing new legislative texts, identifying overlap with existing regulations, locating any red flags (e.g. executive liability) and preparing recommended output.In this paper we will explain how the use of Large Language Models and Gen AI can create the capabilities in talent transformation utilizing the enterprises base infrastructure to support enhancements in employee experience and productivity throughout the different stages of the employee lifecycle. Implementing this technology in conjunction with human expertise will ensure that these initiatives align with the organization's specific goals and values, ethical considerations, transparency, and accountability that are crucial when deploying AI in HR and talent management.We will share our architectural patterns that we have used as a foundation for building a holistic talent transformation framework, that any enterprise can adapt and combine to suit their specific needs and goals in managing and optimizing their workforce in the 21st century.

Globalization, digitalization, individualization, mobility, and many other megatrends are currently changing our environment to a great extent. These challenging trends influencing the society, the economy, politics, etc., do not stand alone and are not conclusive; rather, we are in the VUCA world, which describes constant change. Many companies are currently looking at ways and possibilities to take these vicissitudes into account and become less of a driven force and more of a proactive shaper. To this end, they are discovering the world of agile working within broad-based corporate transformations, but also the difficulties in the broad implementation of these new paradigms of the working world for employees and management. To provide companies with a framework for managing these changes and to provide guidance, the three-pillar model was developed. This describes the transformation of organization and leadership along the aspects of Sustainable Purpose, Traveling Organization, and Connecting Resources. The Traveling Organization reflects the ability to change, i.e., the constant adaptation of the company to constantly changing conditions and requirements.This transformation of the Traveling Organization is again taking place with three aspects: Digitization and Technology, Organization and Processes, and People and Culture. In this context, digitization and technology represent a key enabler of transformation by allowing new ways of working and models through, for example, the use of new communication technologies and collaboration tools. Organizational and process design should also take the new framework conditions into account and promote a flexible alignment to market requirements through an agile organizational structure and process organization as well as appropriate roles. The entire framework described is ultimately supported by the people in the company and the lived culture, i.e., by the values and action-oriented principles of all those working in and outside the company. Ultimately, it is in the hands of the employees which systems they use, which processes they follow, and which goals they ultimately pursue. The human factor is therefore of enormous importance in any transformation, and here also the manager, who has an enormous influence on the employees and their actions as a role model, multiplier, and authority to issue instructions. It is precisely this human component that is the central weak point of any transformation, because more than 70% of failed projects are caused by resistance from employees and managers. It is therefore essential to provide particularly intensive support to this group of employees during the transformation.This is also shown by the case study of a company in the automotive supply industry, which was confronted with the classic megatrends of globalization, competitive pressure from innovations from abroad, new customer expectations, sustainability, and the advance of electro-mobility (the rise of EVs, for example). A broad-based transformation project was initiated, top management actively communicated it to the company in an exemplary manner, and initial milestones were reached in the conceptual development of the new organization. However, when it came to implementation, reality set in and middle management became a huge obstacle to successful transformation. They refused to accept the upcoming changes once they realized the consequences for their own teams, the available resources and thus, simply, for their own position in the company. This example clearly confirms the reasons for unsuccessful transformation from the study. Management is an essential node in the transformation and should be involved as a relevant stakeholder from the outset, and their acceptance and support should not be taken for granted.

Introduction The traditional view of healthcare professionals as the main decision-makers has changed, recognising the importance of people managing their own conditions (1). An evidence-informed Community Pharmacy-Based Diabetes Care Plan (2) provided person-centred care for adults living with type 2 diabetes in Lagos, Nigeria. Due to the Covid-19 pandemic, community pharmacists (n =20) had monthly remote consultations with patients (n =89) over six months, supporting patients in setting and reviewing their own goals. Aim Part of a larger evaluation, this paper aims to describe patients’ and pharmacists’ experiences, acceptability and contextual barriers and facilitators to the care plan. Methods An invitation for all participants to participate in study interviews during months 4-6 of the care plan was sent via the pharmacists. The researcher contacted participants that sent their consent or consent to contact form in remotely. Semi-structured telephone interviews were conducted with consent. Participants’ reasons for enrolling, participation experiences, barriers and facilitators were explored. Interviews were conducted in English, audio-recorded and transcribed verbatim. Transcripts were thematically analysed, aided by NVivo12. At study completion, all patients were provided with a post-study questionnaire (PSQ). Results Seventy patients completed the PSQ. Of these, 88% were satisfied with the service on a 10-point satisfaction scale (1= very dissatisfied and 10= very satisfied). All respondents stated that the care plan helped them manage their conditions better. Based on their experience with the care plan, all respondents indicated they were likely or much more likely to recommend the care plan to friends and family if they need similar care. Interviews lasting 14-42 minutes were conducted with 10 pharmacists and 15 patients. Seven themes emerged from the data: reasons for agreeing to participate; perception of pharmacy (premises and profession); remote consultations - a new way of working; service delivery and care coordination; acceptability of the care plan; types of goals, goal attainment and patients’ satisfaction; and facilitators, barriers, and recommendations to the care plan. The care plan was perceived as valuable, and it improved patients’ confidence regarding diabetes management. Key benefits of the care plan were patients’ empowerment, including better self-care and addition to therapeutics. Monthly online (majority) meetings between the pharmacists and patients maintained patients’ engagement with the care plan and allowed improvements in goal achievements and better follow-up across the pharmacies. The remote consultations were perceived as innovative and useful, though a few patients were seen face to face in particular circumstances. Identified barriers included time and technology. Patients were satisfied and passionate about the new service, and pharmacists were excited about the opportunities to provide person-centred care in their pharmacies. Conclusion This study is the first mixed-methods evaluation of a person-centred goal-setting intervention for people living with diabetes in Lagos, Nigeria. It showed that the care plan was acceptable and useful to patients and pharmacists. It supports the importance of personalised care in diabetes management. A key limitation was selection bias-only those who expressed interest were interviewed. No follow-up on non-participants was done because the research team had no access to patients’ contact details.

The purpose of this study was to analyze the influence of agile Leadership, Organizational Culture and Dynamic Capability on Organization Agility with Innovation as a mediating variable in automotive manufacturing companies in the Bekasi industrial area. The research method used in this study is quantitative research. Based on the Haier Sampling calculation, which is 5 times 73 indicators, it is known that the number of samples is 365 respondents who are middle and top management leaders with questionnaires distributed to respondents, namely 370 questionnaires. Data analysis in this study used the SEM-PLS (Structural Equation Model-Partial Least Squares) method with SmartPLS 3.0 software. The results of this study indicate that agile Leadership has a positive influence on Organization Agility. Organizational Culture has also been shown to have a positive effect on organizational agility. However, no significant effect was found from dynamic capabilities on organizational agility. Innovation plays a positive role in increasing Organizational Agility. Agile Leadership has a direct effect on innovation. Dynamic Capabilities have a positive impact on innovation, as well as organizational culture has an effect on innovation. In addition, agile leadership and organizational culture also affect organizational agility through innovation. Dynamic Capabilities also have a positive effect on organizational agility through innovation. The implication of this study is that Agile leadership and a supportive organizational culture play an important role in enhancing agility and innovation in the manufacturing sector. Management should encourage agile leadership by accelerating decision-making processes, improving transcription, and encouraging collaboration, as well as building an adaptive and collaborative culture. Although dynamic capabilities do not directly increase agility, they are still important to support innovation and adaptability. Continuous innovation in products, processes, and technologies must be driven through a culture that encourages creativity and learning from failure. By investing in the development of dynamic capabilities and new technologies, companies can continue to maintain competitiveness and responsibility in a dynamic market.

Introduction: Digital transformation era calls for effective leadership competencies in the information technology sector. The need, significance, purpose and scope of the study will reiterate the Statement of the problem and research statement - that there is no coherent link in most studies between effectiveness of innovation as a leadership competency and organizational excellence, since there is still a scarcity of research, based on the Review of Literature. This study assesses the significant relationship between effectiveness of innovation as a leadership competency and organizational excellence drivers like employee value proposition, competitive advantage, organizational agility and organizational culture. Team Leaders, project leaders, project managers and senior leaders of select IT Companies in Chennai city were the universe of the study. Objectives: (i) Examine the effectiveness of innovation as a leadership competency on drivers of organizational excellence namely - employee value proposition, competitive advantage, organizational agility and organizational culture. (ii) Examine differences in the impact of demographic factors like gender, age, educational qualification, total years of experience, and years of experience in current company, on innovation, as a leadership competency. (iii) Examine differences in the impact of demographic factors like gender, age, educational qualification, total years of experience, and years of experience in current company, on drivers of organizational excellence namely - employee value proposition, competitive advantage, organizational agility and organizational culture. Methods: For this study, quantitative research design and approach, structured questionnaire as research tool, simple random sampling method, and standard data analysis process for interpretation of the collected data has been used. Results: The rise in knowledge work, beckons leadership for an innovation mindset, risk-taking, change management for work, workforce and workplace. Human capital development for innovation, improves product, service, process, technological and business model innovation for growth. Enhanced employee value proposition, nimble-organizational agility and an enticing organizational culture creates sustained competitive advantage. Conclusion: It was found that effectiveness of innovation as a leadership competency, impacts the drivers of organizational excellence and paves way for long-term strategic success, to build a thriving workforce that in turn helps to build successful business organizations with sustainable competitive advantage.

The trend towards remote and hybrid work patterns in India's IT companies could have beneficial and bad consequences on the industry's survival. This study aims to synthesise the latest management research and case studies and offer practical conclusions, supported by relevant basic science principles. In response to the COVID-19 pandemic, several Indian companies have adopted remote and hybrid work arrangements. This study report seeks to understand the relationship between sustainability performance, new ways of working, workspace consumption patterns, and methods for reducing physical workspace use by individuals and businesses, supported by psychological and environmental evidence. Polls of Indian IT firm managers and executives found that innovative working practices reduce office space, improving sustainability metrics. Keywords Basic Sciences in business, Hybrid Workspaces, Indian IT Sector, Sustainability, Sustainability Challenges, Sustainability performance

Workplace health promotion (WHP) needs be adjusted to the new ways of working and improved in terms of participation rates. As mobile applications (apps) have proved to be effective in various health areas, it might also be a solution for WHP. However, there is a lack of knowledge about the requirements employees would have on such an app for WHP. Therefore, 29 semi-structured interviews were conducted with employees and experts of an IT company. Most employees were rather positive about such an app. Concerns were stated in terms of added value and data security. Variations were found in preferred functionalities. Apps might thus be effective for WHP but would need to add value compared to apps available for private usage. Additionally, clear communication about data privacy would be expected.

Workplace health promotion (WHP) needs be adjusted to the new ways of working and improved in terms of participation rates. As mobile applications (apps) have proved to be effective in various health areas, it might also be a solution for WHP. However, there is a lack of knowledge about the requirements employees would have on such an app for WHP. Therefore, 29 semi-structured interviews were conducted with employees and experts of an IT company. Most employees were rather positive about such an app. Concerns were stated in terms of added value and data security. Variations were found in preferred functionalities. Apps might thus be effective for WHP but would need to add value compared to apps available for private usage. Additionally, clear communication about data privacy would be expected.

What does »creativity« mean in the context of IT and what happens when IT acts in its name? Jan Sebastian Zipp examines the concept of creativity in large IT companies in times of digital change, including new ways of working or potential artificial creativity with no human interaction. Drawing on constitutive elements like Silicon Valley or its connection to counterculture, his analysis of the representation and organisation of creativity as a social practice provides insights into the inherent logic of the creativity narrative of IT. This study contributes vital foundations for a critical engagement with today's prevailing understanding of the concept of creativity.