Latest news with #readiness
Forbes
a day ago
- Business
- Forbes
The New Talent Playbook: From Build And Buy To Bridge, Borrow, And AI
Most organizations believe they have a leadership talent pipeline. What they actually have is an illusion of readiness. Roles are being reshaped in months, not years. Succession plans expire before they're tested. And the leaders needed for tomorrow—tech fluent, adaptive and globally minded—are the very ones companies don't know how to grow. The numbers reveal the gap. The World Economic Forum reports that on average, workers can expect that two-fifths (39%) of their existing skill sets will be transformed or become outdated over the 2025–2030 period. Gallup finds fewer than a third of employees believe they have real opportunities to learn and grow and less than half received any training last year. Only one in three employees aiming for a new role feels equipped to succeed. The cost isn't abstract. Unfilled leadership roles slow growth, drain revenue, stifle innovation and erode confidence. Consider a division head retiring unexpectedly. The successor identified on paper isn't ready, and six months pass before the team regains direction—while competitors move ahead. To understand how organizations should respond, I spoke with Lynda Gratton, Professor of Management Practice at London Business School, a global advisor to Fortune 500 companies and the author of best-selling books including The 100-Year Life, Living Strategy and Redesigning Work. For more than three decades, Gratton's research has reframed how organizations think about leadership, skills and the future of work. She has watched the scaffolding of old systems loosen, and her conclusion is direct: the playbook must expand. 'For years there were two stable strategies,' Gratton explained. 'One was build—you bring people in as graduates, you move them around, they become embedded in the culture and ready for the top jobs. The other was buy—when the pipeline isn't enough, you go to the market. Those worked pretty well.' Gratton describes build and buy as cultural anchors—steady, predictable, tied to values. But, as she emphasizes, 'while they remain the core, they are no longer sufficient on their own.' What's needed now is a repertoire that preserves continuity and also builds adaptability. Build and Buy: The Anchors of Continuity From a strategic standpoint, build and buy remain the foundation of leadership systems. They preserve culture, protect institutional memory and provide a stable core for succession. But in a world where work is shifting faster than careers can keep pace, they must be complemented by approaches that reach across boundaries. Bridge: Unlocking Talent Across Boundaries 'One adaptive strategy is bridge,' Gratton said. 'There is talent within the organization, but it's not doing the job we need it to be doing in the future. So we bridge across jobs. Conversations about skills are what matter, so people can use their abilities to move into different sorts of roles.' Bridging is a response to the mismatch between current capability and future demand. A compliance leader moving into sustainability governance or a facilities manager leading an IoT rollout are not one-off shifts. They're deliberate investments in cross-boundary capacity that keep organizations competitive. But bridging fails if development remains bolted on instead of built in. Gallup reports that time away from responsibilities is the top barrier to growth, according to 89% of CHROs, 37% of managers and 41% of employees. The obsession with conventional career ladders continues. While nearly 70% of employees are looking for a new role within their organization, only 28% would consider a lateral one. Career growth inside companies still follows a narrow script—progress often defined by vertical movement alone. Borrow: Bringing in Talent Without Owning It 'The other adaptive strategy is borrow—you borrow from the external labor market for a short period of time,' Gratton explained. 'The article Diane Gerson and I wrote in Harvard Business Review about freelancers was important: 'I want your job, but not your work.'' Borrowing is a way to build agility. Contractors, consultants, gig specialists and even fractional executives give companies access to capabilities at exactly the moment they're needed. But there are risks. 'If you outsource too much, you weaken the very culture you're trying to sustain,' Gratton cautioned. 'Even the most freelance-heavy organizations have a small center that defines identity and strategy.' Fractional leadership shows the point. CFOs, CMOs and even CEOs are now hired on fractional terms. These roles can stabilize organizations in transition but don't provide continuity. Without translating that know-how into durable capability inside, companies risk dependency instead of growth. Borrowing works best when paired with bridging—capturing the practices and knowledge from external experts and embedding them into internal teams. AI: The Fifth Force in Workforce Strategy 'AI changes the way we think about talent pipelines,' Gratton told me. 'It shrinks the half-life of skills, and it lets you anticipate talent needs much faster than before.' AI is no longer just an efficiency tool. It can act as a sensor, spotting succession risks, forecasting gaps and aligning leaders to emerging priorities. 'When you use AI in succession planning,' Gratton added, 'you can see that someone is about to retire and quickly identify who could step in—with their development tailored to the job they're moving into.' That makes AI one strategy in its own right. It can augment talent management by providing sharper analytics, uncovering hidden skills and dynamically matching people to opportunities. But the debate runs deeper: what happens when AI begins to take on the critical tasks of talent itself? Some outsourcing may make sense. AI can run financial forecasts, write code, draft legal documents, generate marketing copy, simulate supply chain risks or even triage customer service inquiries. It can screen applications, model workforce needs and build learning simulations faster than humans ever could. Done well, this can unburden leaders and free people to spend more time on judgment, relationships and strategy. But there are lines AI cannot cross. Discernment, empathy, strategic choice—these are the core of leadership. No machine can substitute for an executive weighing the trade-offs of a merger, deciding whether to enter a new market or leading people through crisis. If organizations push too far in outsourcing these calls, they risk hollowing out the very capabilities they claim to be developing. The open question is impact. Will AI strip away valuable developmental experiences by taking on tasks that once helped grow future leaders? Or will it elevate human talent by removing low-value burdens and giving leaders more space to focus on what matters most? The jury is still out. As AI evolves, the question is not just how it supports talent strategy, but whether it will become part of the talent pool itself. For now, it remains a tool—powerful, indispensable, but not a substitute for human leadership. Which Moves Work Best? At this point, a fair question for any leader is: which of these strategies—build, buy, bridge, borrow or AI—will actually work in the future? The answer is not straightforward. One could argue you need all of them, or at least systems that allow each to be deployed when the moment demands it. The deeper point is that talent strategies need to be adaptable. They should be guided by business strategy and context, not by rigid ideas about roles. When companies typecast roles—assuming, for example, that senior executives must always be built internally or that technical specialists must always be bought externally—they limit how talent can be leveraged. A more powerful approach is to treat the five strategies as a variable system. That means in talent reviews, the conversation should not presuppose a single strategy. Instead, each leadership need should be examined through all five possibilities. Could this role be bridged across functions? Could it be borrowed in the short term? Could it be rebuilt through AI-driven development insights? The value lies in calibrating across strategies rather than defaulting to one. Gratton, in her work, emphasizes this danger: when talent strategies are tied too tightly to roles, organizations miss the chance to see capability in different contexts. That's where companies get stuck. The Disruptor's Advantage 'The disruptors—new entrants—build from a different model,' Gratton said. 'They use AI, operate with freelance groups and design for agility from the start. Change won't come from inside incumbents—it will be driven from outside.' Talent markets are shifting as quickly as work expectations themselves. The Great Resignation has given way to what Gallup calls the Great Detachment—fewer people moving but more disconnecting from the meaning of corporate careers. Gratton's research confirms the trend: new talent ecosystems are emerging, built for speed and flexibility. In that environment, Gratton believes the edge belongs to future-fluent leaders—those who combine technological fluency with distinctly human strengths like discernment, critical thinking and the ability to catalyze change. Companies that cling to outdated tools—nine-box grids, tenure as a proxy for readiness, succession indicators that miss real potential—risk being overtaken entirely. Disruptors hold the advantage because they aren't tied to legacy systems. Incumbents need to unlearn quickly if they want to withstand the shocks ahead. Keeping the Cultural Core Intact Moves may multiply, but culture depends on anchor leaders. 'You couldn't anticipate a culture where every single person's a freelancer,' Gratton warned. 'Because… what is this place, and how does it work?' A clear framework emerged from our conversation: The danger is not years away—it's here. Pipelines are thinning now. Successors are unready when the call comes. Promising leaders are leaving before their potential is realized. Organizations that keep postponing decisions will see their cultures wear down under the strain. As Gratton put it: 'If you're not shaping the future, you're being shaped by it.' Shaping the future of talent isn't abstract. It happens in every vacancy left open, every leader not developed, every skill gap ignored until it fractures the system. Readiness is only real when leaders build it as they go.
Associated Press
4 days ago
- General
- Associated Press
Lieutenant Jeb Bozarth Calls for Better Civilian Crisis Preparedness
Lieutenant Jeb Bozarth, Henderson, NV, USA. Retired SWAT Commander Urges Americans to Learn Real-World Survival Skills Before They're Needed In a newly released feature article chronicling his 30+ year career in the military, law enforcement, and private training, Lieutenant Jeb Bozarth is calling for greater urgency around everyday readiness and active threat response training—especially for civilians, schools, and workplaces. 'You don't rise to the occasion. You fall to your level of preparation,' said Bozarth, a decorated Navy veteran and former SWAT Commander with the City of Henderson Police Department. 'The biggest myth is that someone will come save you. What you do in the first 30 seconds may decide if you live.' Why Preparedness Matters — And Why It's Lacking Recent years have seen a sharp rise in public safety threats. According to the FBI, active shooter incidents in the U.S. have increased by 50% over the past five years. Meanwhile, a DHS survey shows more than 60% of Americans have never received any formal active assailant or survival training. Bozarth says this gap in knowledge is dangerous—and fixable. 'The goal isn't to be paranoid, it's to be prepared,' he explained. 'Even simple habits—like noticing exits or talking through a plan with your family—can save lives.' Insights from a Lifetime of Front-Line Experience Bozarth's perspective comes from decades in high-risk environments. He served 14 years in the U.S. Navy, including deployments to Somalia, Iraq, and the Persian Gulf. From 2006 to 2025, he rose through the ranks of the Henderson Police Department, eventually becoming SWAT Commander and K9 Unit Lieutenant. He received the Medal of Valor (2009) and was named Supervisor of the Year (2023). Now retired, he leads Critical Training Solution LLC, a safety training company that works with schools, businesses, and public safety agencies. His clients include Touro University, TAO Nightclub, and the Las Vegas Convention and Visitors Authority. 'I've seen what happens when people don't know what to do. And I've seen the difference even basic training can make,' Bozarth said. 'People freeze. But they don't have to.' Not About Fear — It's About Readiness Bozarth emphasizes that safety training doesn't have to be extreme or militarized. It should be practical, scenario-based, and mindset-driven. 'Most people just need to learn how to react under pressure,' he said. 'The right training gives them the tools to do that. It's not about turning civilians into operators—it's about helping them survive long enough to get out or get help.' What You Can Do Today Lieutenant Bozarth encourages individuals, families, and organizations to take simple steps now: To read the full interview, visit the website here. About Lieutenant Jeb Bozarth Lieutenant Jeb Bozarth is a retired SWAT Commander and Navy veteran with over 30 years of service in high-stakes environments. He is the founder of Critical Training Solution LLC, a Nevada-based company providing real-world safety training. He lives in Henderson, Nevada, with his wife Erica and their five children. Contact: [email protected] Media Contact Contact Person: Lieutenant Jeb Bozarth Email: Send Email Country: United States Website: Source: Erase Technologies, LLC
Associated Press
5 days ago
- Health
- Associated Press
Prepared to Serve: How FedEx-Funded Training Is Helping Heart to Heart International Reach More People in Crisis
When disasters strike, timing is everything. The faster Heart to Heart International (HHI) can respond, the more lives we can touch. But speed and impact don't happen without training and preparation. Thanks to the generous support of FedEx, 2024–2025 has transformed HHI's training and readiness programs. With expanded virtual courses, hands-on simulations, and role-specific learning, our staff and volunteers are more prepared than ever to meet the demands of real-world disaster response. That readiness means we're able to reach more people, faster, and with better care. The value of this investment was clearly seen during hurricanes Helene and Milton, which devastated communities across seven states in the fall of 2024. These dual disasters tested our team and systems, but thanks to focused training, our team rose to the challenge. Volunteers who had completed advanced courses stepped into key leadership roles. One volunteer, trained in our new Power and Communications module, managed all field technology for a 15-person team. This allowed staff to focus on delivering $2.2 million in medical aid and reaching more than 400 patients with care, including administering 239 lifesaving vaccines. This kind of capability is the new standard thanks to our evolving training strategy. In April 2025, HHI hosted its most comprehensive Emergency Medical Team (EMT) simulation yet. Volunteers and staff worked side-by-side to set up mobile clinics, coordinate logistics, and triage patients in a controlled but realistic environment. The goal? Ensure that when a disaster hits, no one is figuring things out for the first time. Before the training, only a few volunteers rated themselves as 'very prepared' to deploy. Afterward, that number more than doubled, with 100% of participants saying they felt more confident and equipped to respond. The training didn't just build skills, it built trust, strengthened relationships, and empowered people to lead. One volunteer shared, 'Acting out a deployment, from communications to patient care, really demonstrated what it's like. The amount of preparation that goes into this shows how much HHI cares. That's why I choose to be a part of it.' Through the LearnUpon Learning Management System, HHI has scaled training access even further. Now, staff and volunteers can learn anytime, anywhere, with courses in disaster medicine, logistics, cultural sensitivity, and more. Already, 91 users have completed 20 courses, with many more in development. These tools are preparing responders before they ever set foot in the field. So when the time comes, responders are ready to serve. Every hour of training is an investment in someone else's survival. Thanks to FedEx's support, HHI is prepared to reach more people, provide better care, and show up stronger in every emergency. Thank you, FedEx, for making this possible. Together, we're proving that with the right training, we can respond wherever we're needed most. Click here to learn about FedEx Cares, our global community engagement program. Visit 3BL Media to see more multimedia and stories from FedEx
Yahoo
11-08-2025
- Politics
- Yahoo
Preparing 'all theaters of war': Surprise IDF exercise tests readiness for large-scale attacks
The operation is meant to test the IDF's reactionary capabilities and readiness for any possible large attacks. A surprise exercise titled 'Dawn,' meant to test the readiness of the IDF general headquarters and main command centers, began on Sunday, the military announced. Under the direction of Chief of Staff Lt.-Gen. Eyal Zamir, the drill is meant to test the heat-of-the-moment readiness and abilities of the IDF to deal with large-scale attacks. As part of the exercise, surprise scenarios and multi-scene events will be practiced in all possible 'theaters of war,' the military explained. IDF Internal Comptroller Brig.-Gen. (res.) Ofer Sarig and his team will be inspecting and judging the reaction time, both in quality and capability. IDF's drive to improve 'The IDF will continue and initiate a series of audit activities across all commands, branches, and units in order to improve their competence and readiness,' the statement concluded. This operation comes as the IDF continues to strike on all fronts, including attacking a Hezbollah terrorist in Lebanon on Saturday night. The IDF said it struck a Hezbollah terrorist in the Aynata area in southern Lebanon on Saturday, who was collecting intelligence on Israeli forces. The terrorist's actions constituted a violation of the ceasefire between Israel and Lebanon, the military added.
Forbes
04-08-2025
- Business
- Forbes
Why Leadership Readiness Is The New Business Imperative
Bala V Sathyanarayanan serves as EVP & CHRO at Greif, Inc (NYSE: GEF) & Chairman of the Board of Directors at Balmer Lawrie - Van Leer Ltd. In boardrooms around the world, conversations about enterprise risk are becoming more urgent and more expansive. These often focus on cybersecurity, geopolitical volatility, talent shortages or shareholder pressure. But there's one risk that remains vastly underestimated: a leader who walks into the day unprepared. I've seen this play out across continents, industries and companies. It's the risk of leaders reacting instead of responding. They operate from exhaustion instead of clarity and make decisions without being fully present. And that's why today's most forward-thinking boards—and the CHROs who guide them—are reframing leadership development as a readiness mandate. Leadership, Like Sports, Requires A Warm-Up No world-class athlete begins a match without a warm-up. Yet, in business, we expect leaders to transition seamlessly from their inbox into a high-stakes conversation and perform flawlessly. But great leaders don't lead cold. They gear up with discipline and routine. Because they understand that leadership is a state of being. And that state requires priming. What Readiness Looks Like Over the past three decades, I've worked with and observed exceptional leaders around the world—from CEOs of Fortune 500 companies to heads of social enterprises. And the highest-performing among them all had one thing in common: They didn't wait until the crisis to prepare. They practiced readiness daily. Here's what that often looks like: • Grounding In Values: This could be giving yourself a few minutes of quiet reflection or journaling to connect to what truly matters. The most decisive leaders often begin with silent moments. • Physical Activation: Take a walk around the block or climb a staircase to give yourself a reset. Energy is a requirement for sustained leadership presence. • Positive Priming: Reflect on a win from yesterday or a team member who made you proud. Take a minute to practice gratitude. This mindset shift unlocks abundance and buffers against reactivity. • Intellectual Spark: Read a page from a leadership book or listen to a podcast. Learning first thing in the morning primes you to lead from a place of curiosity, not conclusion. • Conversational Rehearsal: Whether it's a boardroom pitch or a tough 1:1, outlining key ideas beforehand helps you lead with clarity. • Meeting Intentionality: Before I walk into any strategic discussion, I ask myself: What decision needs to be made? Who needs to be heard? How do I model the tone I want others to follow? The CHRO's Strategic Role As both a sitting CHRO and chairman of the board, I carry a deep responsibility for identifying and addressing risk. And increasingly, I see leadership readiness as the invisible edge that separates average performance from transformative impact. At Greif, we've built leadership warm-ups into our offsite structure. At Balmer Lawrie – Van Leer, we talk about leadership mindset as a factor in governance, not just operations. And in the boardrooms I serve, I make it a point to ask whether our leaders are ready—not just capable—for what's next. This is where CHROs must lead, not just with succession plans and scorecards, but with intentional leadership rituals that shape culture and build trust. A Readiness Mindset As A Cultural Advantage This goes beyond individual performance. When readiness becomes a leadership norm, it transforms the culture. Meetings become more purposeful and feedback more focused. Strategy becomes more executable. In a world moving faster than ever, we don't need leaders who react faster. We need leaders who pause wiser. And readiness gives them that pause. The Quiet Practice That Changes Everything In my experience, the leaders who build trust the fastest and create the most value are the ones who show up ready. Because they've taken five minutes that morning to anchor, to think and to remind themselves of who they are and what they stand for. Readiness is powerful. And in today's boardrooms, it is essential. So, my question to every leader reading this is simple: What's your warm-up? Because not preparing is compounded risk—one that the business and the team will feel. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
