Eric Mortensen's Profile

Managing for effectiveness in tacit interactions is about fostering change, learning, collaboration, shared values, and innovation.

The old strategies for efficiency improvements don't apply to employees whose jobs mostly involve tacit interactions; instead, a company must boost these workers' productivity by making them more effective at what they do.

tacit interactions—the searching, coordinating, and monitoring activities required to exchange goods, services, and information.

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uring the next decade, companies that make these activities—and the employees most involved in them—more productive will not only raise the top and bottom lines but also build talent-based competitive advantages that rivals will find hard to match.
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uring the next decade, companies that make these activities—and the employees most involved in them—more productive will not only raise the top and bottom lines but also build talent-based competitive advantages that rivals will find hard to match.
>
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D

uring the next decade, companies that make these activities—and the employees most involved in them—more productive will not only raise the top and bottom lines but also build talent-based competitive advantages that rivals will find hard to match.
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For many employees today,
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collaborative, complex problem solving is the essence of their work.
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D
uring the next decade, companies that make these activities—and the employees most involved in them—more productive will not only raise the top and bottom lines but also build talent-based competitive advantages that rivals will find hard to match.
>

Don’t just focus on developing your own talent. Find ways to accelerate talent development in your business partners as well by defining challenging performance targets and then mobilizing your own talent to help these business partners become successful.

From my experience, the firms that focus on developing talent more rapidly do the best of attracting and retaining talent.

When companies do focus on developing talent, they often emphasize formal training programs.

While most economists . . . continue to conceptualize human capital as a “stock” or “endowment” of a given place – either you have it or you don’t. But the reality is that human capital is a flow. The key question thus becomes: What factors shape that flow and determine the divergent levels of human capital across regions?

These two scarcities are related at multiple levels.  As just one example, the growing power of customers resulting from the relative scarcity of attention increases the need for sustained innovation which in turn increases the relative value of talent.

I have posted in the past about the growing relative scarcity of attention.

There’s another scarcity that will also squeeze margins of firms, at least in the near-term.  That’s the relative scarcity of talent.