000			02031nam a22002897a 4500
003			NU
005			20250113173325.0
008			250113b ph ||||| |||| 00| 0 eng d
020			_a978-1-394-16097-6
040			_aNU FAIRVIEW _cNU FAIRVIEW
050			_aHD 57.7 C43 2024
100			_aCharan, Ram. _eauthor.
245			_aThe Leadership Pipeline : _bDeveloping leaders in the digital age / _cRam Charan, Stephen Drotter, Jim Noel, Kenth Jonasen.
250			_aThird edition.
260			_aHoboken, New Jersey: _bJohn Wiley & Sons, Inc., _cc2024.
300			_axv, 266 pages ; _bIllustration : _c24 cm.
365			_bPHP 2,920.00
504			_aIncludes Index.
505			_aPart 1: Why the leadership pipeline matters -- Part 2: Five leadership pipeline passages -- Part 3: Application -- .
520			_a"Leadership has become among the handful of most critical elements for business success in the knowledge era. Companies increasingly compete on the strength of their intellectual capital, those intangibles but priceless assets that reside in the people and processes of the firm. But even the strongest intellectual capital base can be worthless if not guided by leaders at all levels of the organization. And having leaders at all levels requires a constantly renewing pipeline of new leaders. The problem is, the pipeline at most companies is bone dry. Companies invest in leadership development programs and establish elaborate succession frameworks, but don't knit the two together nor take into account the fact that talented people are often recruited away. They prepare leaders in the image of the existing leaders, assuming those same skills will be meaningful into the future - when, in fact, most companies don't have a clue about what skills will be needed of their leaders in the future"
650			_2LEADERSHIP.
650			_2INDUSTRIAL MANAGEMENT.
700			_aDrotter, Stephen. _eauthor.
700			_aNoel, Jim. _eauthor.
700			_aJonasen, Kent. _eauthor.
942			_2lcc _cBK _eThird edition. _n0
999			_c5537 _d5537