Acappella - Managing man and machine

CEO's desperately need talent but don't know where to look. Agencies have fallen into the 'jack of all trade' suitcase, determined to make money by taking all jobs they think they can do, opposed to doing what they are superb at doing which requires real focus and talent.

Talent, what a word. Said with pride by few, but with the revaluation of true collaboration I believe this can be nurtured and developed further. We just need to trust in ourselves and our own talent, be brave and only work on what we really want to.

Seemingly people worry with the advancement of AI we will lose trust. Really? I believe if we stick with our talent we will allow ourselves to focus more on our talent if we allow aspects of our roles to be more automated. I wonder if we are actually not really trusting ourselves and our teams. And that's our own fault for being so lame up to date.

So how are we addressing this challenge? We are pouring money into the workforce to spread our bets across all consumer and customer touch points and the world of Cultural & Digital Transformation has come alive. 

We are trying to make globalisation work for all. CEO's are prioritising purposeful growth. What does this really mean? Working with others, driving change, ensuring fairer distribution of benefits? 
“As technology in the workplace increases, it will have a big impact on both people and culture. It’ll change the type of people you employ. It’ll change the culture of delivery within the organisation. It’ll drive us away from applying human thoughts to things which can be automated in a very logical way.”
Peter Harrison
Group Chief Executive of Schroders plc., UK 

That's the opinion of one smart individual. And I concur. The question is are we ready to invest in culture. 

How many companies have you seen to do this. More and more, but I have witnessed many not doing this, and or doing it too little and too late. 

When mergers and acquisitions happen, some companies are arrogant to think that investing in culture is an 'after the ship has sailed'; the smart ones invest in the cultural transformation as the first merger discussion takes place with the top table. Then they get to keep their best employees, determined change that works for all employees, and filters out those who won't be effective in this very dramatic change which is inevitably taking place.