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Integrated talent management

You Are What You Do

Posted on June 10, 2018 by: Chris Fagan

Co-founder and Principal, ONTOSglobal Cognitive Science Disrupts Culture, Part II (The second of a two part article. Part I is here). Former Yahoo CEO and Google executive Marisa Mayer was quoted recently in the New York Times as saying she joined Google “for the culture”,and that cultures once they reach 1000 people become “self reinforcing”. … Read More.

The 5 Myths of Culture Change

Posted on June 10, 2018 by: Chris Fagan

Co-founder and Principal, ONTOSglobal Most approaches to culture change are ill informed. Cognitive science provides a better way. Part 1 of 2. These are heady times for those of us in the culture business — which is pretty much anyone who leads an organization or tries to help those that do. Organizational “culture” seems to … Read More.

Confidential 360-degree Assessments: How Does a Manager Support Without Information?

Posted on May 31, 2017 by: Lisa Koss

Co-founder and Principal, ONTOS global The other day, we received this message from a client:  “Without breaching any confidentiality, can you provide a high level overview of the findings and actions based on my direct report’s 360-degree assessment debrief?”   This is our response:  First, the curiosity and interest in a direct report’s developmental journey is exactly … Read More.

What if everything you understood about (organizational) culture was wrong?

Posted on November 11, 2013 by: David White

Culture: the most overused and least understood term in business, if not in modern society. What does it mean? Values? Norms? Behavior? Environment? Practices? How things get done? How people treat one another? Symbols? Artifacts? All of the above? Some of the above? OK. Forget that question. Let’s assume culture is at least some of … Read More.

David White published as Chapter 1 of “The Change Champion’s Field Guide”

Posted on July 24, 2013 by: Lisa Koss

ONTOS Principal, David White, was published as the first chapter of “The Change Champion’s Field Guide:  Strategies and Tools for Leading Change in Your Organization” by Wiley Publishers in cooperation with the Best Practices Institute (2nd edition). The Chapter is titled, “Driving Change Through Career Models:  An Operating System for Talent Management.” David’s chapter was honored … Read More.

On Project Management: Competency or Career Path?

Posted on December 24, 2012 by: David White

Many engineering and R&D oriented companies have 3 technical career paths: individual technical professional, management, and project/program management. With respect to project management, however, many of our clients struggle with whether to treat project management as a competency or a career path, or both. ... Read more

Culture & Profitability: Home at Last?

Posted on October 07, 2011 by: David White

Well the danger on the rocks is surely past Still I remain tied to the mast Could it be that I have found my home at last? – Steely Dan As a culture researcher and practitioner I was excited to read James Heskett’s interview HBS Working Knowledge, September 28) in support of his new book … Read More.

Navigating the Venetian Waterways to Explain Integrated Talent Management

Posted on July 04, 2011 by: Lisa Koss

Let’s use Venetian canal pilots as an example. Let’s pretend that it’s been determined that tourists have begun to avoid water transportation in Venice because captains/boat pilots are unfriendly to non-Italians. And let’s say the city determines that it is in the city’s best interest to change that. Implementing an integrated talent management system would begin by us, in this case, helping leaders to further articulate their new strategy, if necessary, and then determine clear definitions of what customer service looks like for captains and boat pilots given what the best canal captains do combined with what the best canal captains need to be able to do in order to enable the new strategy to be achieved. This would be followed with definitions of possible career paths and supporting processes and systems for people to achieve the change. ... Read more

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