The objective of this case is to explore how governance can positively support management in developing and implementing a business strategy based on talent development as a competitive advantage. While it has been argued by some that senior leadership (CEO and management) determine a firm's strategy, others highlight the role of governance, or alternatively the importance of shared strategy making. This case demonstrates that talent development is influenced by all of these factors and depends in large measure upon the nature of the relationship between the CEO and board and their interaction in the strategy-making process.
Appreciating the role of the CEO, Chair and board in shaping a talent development strategy; The board of director's contribution to talent development as a part of long-term corporate strategy; The challenge of corporate transformation from a regional to a global strategy; Talent Development as a management tool for leadership development and succession planning; Recognizing corporate social responsibility goals as a part of the firm's strategy; The challenges of having a sovereign wealth fund as a controlling shareholder.
- talent development
- board engagement