The Leadership Pipeline: How to Build the Leadership Powered Company, Second Edition

Preface to the Revised Edition: Observations from the Field

As we've worked with a variety of organizations to put the Pipeline framework into practice, we've found a number of serious flaws with development efforts that must be corrected to enable sustained operational and financial success. At a time when organizations are enormously dependent on internal development of present and future leaders, these efforts are falling short. Here are four failings the Pipeline model is designed to correct:

Deep-Seated Development Errors

1. Line managements' dissatisfaction with human resources has not abated. We believe one critically important reason is the lack of an enduring central architecture. Imagine a company that has a chief financial officer but doesn't ...