Drawing from his best-selling Harvard Business Publishing book, It’s Not the How or the What but the Who, Fernández-Aráoz tells how two Brazilian companies – Vale and 3G – became successful by carefully hiring the best talent. He provides a model to assess a leader’s potential to advance.

A leading voice on organization and leadership issues, Herminia Ibarra shares her deep experience and provides candid insights about why leaders should drop false “authenticity” and focus instead on the behaviors necessary for success.

Many companies are pegging their prospects for growth to emerging markets. This focus, however, raises a difficult question: How will companies identify, acquire, motivate, develop, and retain the talent they need to compete successfully in these dynamic but challenging markets?

There’s been a reversal of fortune for BRIC companies looking for top talent. Just a few years ago they would beg business school professors to put in a good word for them with the school’s best students. Now those students are asking professors to help them land plum jobs in BRIC countries. What’s led to this rapid shift in direction?

To effectively manage an increasingly diverse workforce and strategize global business development in the emerging market, it is critical that talent managers understand the unique characteristics of BRIC talent and how they compare to the U.S. working population.

Lenovo’s 2005 acquisition of IBM’s PC business was referred to at the time as “the snake swallowing the elephant.” Learn how Lenovo took a unique approach to diversity to successfully blend very different cultures and operating styles to become the world’s largest PC manufacturer.

Great insights on how changing levels of status influence an individual’s performance and what happens to organizations when their star performers and innovators depart.

It’s a common mistake to think that the talent needs of emerging market countries are very similar. In this study of how Chinese and Indian firms approach talent management, we see stark differences driven both by culture and the maturity of talent management practices.