Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Sustaining the Talent Asset
Emre is a Chief Electrical Engineer and a member of the PMI Turkey Chapter.
It all started with a cloud of dust and gas. After a disturbance, they started to collapse as gravity pulled everything together, forming a solar nebula. The center of the disk accreted to become the sun, and the particles in the outer rings turned into large fiery balls of gas and molten liquid that cooled and condensed into Earth and other planets. Eventually, our planet cooled significantly and life forms began to evolve—first archaea, and then the corporate dinosaurs emerged.
Sadly, even in many organizations today, it’s up to those corporate dinosaurs to identify talent in an organization that lacks strategic resource management. We all have our doubts about this so-called “identification process,” because it is most likely one-sided. The ground rules are set by those who think that—based on their gut instincts—there is no such thing as “talent,” and thus no need for talent management. Hence, competency assessment is typically out of context.
Why?
- First, these so-called managers simply cannot grasp the necessity of talent management being the integral part in a visionary organization. The dysfunctional characteristics of those managers are merely to meet KPIs, delegate responsibilities, to boss around and be naive.
- Second, …
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"Impartial observers from other planets would consider ours an utterly bizarre enclave if it were populated by birds, defined as flying animals, that nevertheless rarely or never actually flew. They would also be perplexed if they encountered in our seas, lakes, rivers and ponds, creatures defined as swimmers that never did any swimming. But they would be even more surprised to encounter a species defined as a thinking animal if, in fact, the creature very rarely indulged in actual thinking." - Steve Allen |