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Kim E. Ruyle
Vice President, Product Development
Lominger International
Kim Ruyle is Vice President of Product Development for Lominger International, where he is responsible for research and development of intellectual property. He has taught at four universities and founded and ran a software company for ten years.
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Gabriella Kilby
Managing Principal
Leadership and Talent Consulting
Global Leader, Culture Assessment
Gabriella D. Kilby is a Managing Principal in Korn/Ferry International’s Leadership and Talent Consulting group, based in the Firm’s Toronto office. She is also the Global Leader for Culture Assessment.
As a part of Leadership and Talent Consulting, Ms. Kilby offers clients a unique approach to improving business performance through the assessment and development of executive and leadership teams.
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Kenneth P. De Meuse
Associate Vice President of Research
Lominger International
Kenneth P. De Meuse is the Associate Vice President of Research at Lominger. Prior to coming to work at Lominger, Ken was on the faculties at the University of Wisconsin – Eau Claire, Iowa State University, and the University of Nebraska at Omaha.
Ken has published numerous articles on employee attitudes and organizational behavior in several leading professional journals. His most recent book entitled, 50 More Things You Need to Know: The Science Behind Best People Practices for Managers & HR Professionals, was published in 2007. He has appeared on ABC News, CNN, AP Radio, and National Public Radio and has been featured in national publications such as The Wall Street Journal, Business Week, Fortune, U.S. News & World Report, The New York Times, and USA Today for his expertise on the impact organizational change has on the workforce.
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The Strategic Talent Management Architect: A New Framework for Understanding Organizational Effectiveness
By
Kim E. Ruyle, Gabriella Kilby and Kenneth P. De Meuse
Businesses in many ways are comparable to machines. To operate, they require a prime source of power. We assert that leadership and human capital power the business machine. As such, talent becomes the primary driver of organizational effectiveness.
In this paper, we present a new framework for examining organizational performance and success. We begin with a general overview of the theoretical literature on organizational effectiveness. We then propose a new model for conceptualizing what advances an organization from "good to great." Finally, we discuss implications of this model for assessing and changing talent management strategies and practices.
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