Malcolm Gladwell, author of the Tipping Point writes a manifesto for ChangeThis on the seemingly paradoxical truth that talent is not a firm's greatest asset.The talent myth assumes that people make organizations smart. More often than not, it’s the other way around.The broader failing of McKinsey and its acolytes at Enron is their assumption that an organizations intelligence is simply a function of the intelligence of its employees. They believe in stars, because they don’t believe in systems. In a way, that’s understandable, because our lives are so obviously enriched by individual brilliance. Groups don’t write great novels, and a committee didn’t come up with the theory of relativity. But companies work by different rules. They don’t just create; they execute and compete and coördinate the efforts of many different people, and the organizations that are most successful at that task are the ones where the system is the star. At Enron, the needs of the customers and the shareholders were secondary to the needs of its stars. “What I.Q. doesn’t pick up is effectiveness at common-sense sorts of things,especially working with people.”
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