Most experienced CEOs have seen command-and-control management come and go. They've been through downsizing and rightsizing.
Now they're seeing most companies (their own included) working to recast themselves as
'high-performing' organizations, with streamlined, non-hierarchical, fast moving teams of 'knowledge workers' trying to generate the greatest possible return on 'human capital.' The New Economy has put that capital in high demand and short supply, particularly in IT and other high-tech fields. As a result, CEOs and their top executives find themselves facing a broad spectrum of new challenges: competing for top talent, designing jobs consistent with business goals, communicating strategy, sharing information, earning employees' trust and commitment, measuring and improving employee performance, moving them up and leading them onward."
What can the accounting function in an organization do to help identify potential top management talent from internal operations?