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Talent is Overrated:
It’s just too hard to build trust more extensively at the top level, where everyone is supposedly a star.
|
140 |
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Talent is Overrated:
Just as great individual performers possess highly developed mental models of their domains, the best teams are composed of members who share a mental model…
|
141 |
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Talent is Overrated:
…when everyone wants to be a CEO and has good reason to think it’s possible, the conflict can become overwhelming.
|
141 |
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Talent is Overrated:
Applying the principles of great performance in an organization is no easier than doing anything else in an organization. It’s hard. But in an increasingly competitive global economy, enterprises that want to survive and thrive will face little choice.
|
144 |
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Talent is Overrated:
The effects of deliberate practice activities are cumulative. The more of a head start your organization gets in developing people individually and as teams, the more difficult it will be for your competitors ever to catch you.
|
144 |
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Talent is Overrated:
It isn’t true that everything can be commoditized. It just seems like it is.
|
145 |
|
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Talent is Overrated:
In a world of forces that push toward the commoditization of everything, creating something new and different is the only way to survive.
|
146 |
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Talent is Overrated:
A service that reaches deep into the psyche of the buyer can never be purchased solely on price. Creating such products and services was always valuable; now it’s essential.
|
146 |
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Talent is Overrated:
As products and services live short lives, so do the business models of the companies that sell them.
|
147 |
|
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Talent is Overrated:
Creativity and innovation may even be the key to the future economic prosperity of America and other developed countries…
|
147 |
