据Hay Group的一份研究报告，随着人口结构的改变，越来越多的80后将登上领导职位，这种人口结构的改变带来了以下两个方面的不利因素，第一，80后们在领导力的以下几个方面明显与前任之间存在较大差距，愿景的设计，对政治的敏感性，非直接影响力与战略联盟建立，战略性思考的能力，如何加快年轻领导的成熟，就成为企业十分关注的问题；第二，80后领导们的背景，文化及期望更为多样性，因此对其培养应当更具有针对性与难度。对企业而言，领导的重要性不言而喻，建立一套完整的领导力发展系统是应对这种挑战的唯一途径。 继续阅读“领导力训练之发现事实—DDI领导力测评（leadership assessment）”
作者： 远景顾问
Business consultant, focus on improving people, process and performance.
Paradox about power of work together in consulting project
In management consulting project, consultant and client should work together to solve the problem, as consultant hold no ideas about client and client hold no advantage of necessary skill to solve problem.
But during project, however, client attach more significance to the cultural challenges than consultants do, suggesting that clients remain more sensitive to the impact consultants can have – as outsiders – on internal politics.
继续阅读“Paradox about power of work together in consulting project”
DDI领导转型（leadership transition）研究报告的启示
2006年DDI公司在世界范围内进行了一次领导转型（leadership transition）的研究，样本范围涵盖了美洲、欧洲及亚洲的许多大企业，其中有一半的企业雇员超过10000人，25%的企业年营业额超过100亿美元。为了研究的针对性，DDI公司将领导分成了三类，第一类是员工领导（people leader），通常情况是因为个人的杰出成绩被提拔，是直线或者中间层领导，他们关注日常的策略性事务，需要有效的利用下属，而不是只靠自己努力才能获得成功。第二类是运营层的（operational leader）领导，通常是负责管理某一职能方向、业务单元或某个地理区域，他们需要关注短期的职能管理并考虑到长期竞争力的提升。第三类是战略性领导（strategic leader），他们是高层领导，肩负重大的责任及影响力。此次研究有9个重大发现。
领导力模型（leadership model）研究进展
在全球化的趋势影响下，企业经营环境变得越来越复杂，加之各种资源的稀缺性，员工的需求越来越高，领导的压力在日益增高，同时，随着管理系统的普及，企业在大幅度减少管理层级的同时，对领导的素质、能力提出了相当高的要求。 继续阅读“领导力模型（leadership model）研究进展”
Paradox about consultancy problem solving
Client comes to consultant only when meet with problem they have no idea how to deal with or they occupied no enough resources needed to solve the problem, which becomes sourced of consulting proposal. But the problem that client illustrated varied wildly that make consultant sometimes at a loss.
人力资源需求定量预测分析（ workforce demanding forecast）
在人力资源规划中，对未来人员数量的预测分析是整个人力资源规划中的难点。采用定性分析，不可能得到最终的人员需求数据，所以在需求预测中，必须使用定量的预测方法。定量预测法又称为统计学方法，指的是通过对某些商业要素进行预测从而决定劳动力队伍的大小。所谓商业要素指的是销售量或市场份额等组织的商业属性。一般的定量预测方法有，时间序列分析法、比率分析法及回归分析法，其中回归分析法难度最大，但在预测分析及人员规划策略上的价值最高。
Paradox about knowledge transfer in consulting
Knowledge transfer in consulting is important, as clients hire consultants because there are skills they need, but lack. So how to get skills and knowledge consultants possessed becomes highly concerned by clients. The ordinary way which to tact this problem is organize a project team to follow and learning from consultant, and also to evaluate the project outcomes.
SWOT Analysis Example
Sapere Consulting Company, a new comer in training industry, from inception face fierce competitions from coastal training company, and rivalries has push Sapere to take action to gain market share in order to survive. Training Director and his team now under great pressure to let out a sound marketing strategy to win at least partial market share.
A Consulting Business Trip to Tibet
After negotiation and bidding period, we won the contract of HR Planning and Performance Management Project of a Tibet state-own firm. Finished project preparation work, eventually we went on the journey to Tibet.
It is beyond imagination, to work with Tibet firm to design performance management system and find way to solve their problem of lack of talent through effective HR planning. Before we began work, we guess some problem plague client, such and confrontation between Han and Tibetan, because just two years ago there were separatism sabotage in Lhasa.
咨询项目建议书投标失败的评估分析（Lost Proposal Evaluations）
在投入了大量精力编制项目建议书，参与项目招标过程后，最终以失败告终，这时分析why就成为关键的问题，至少可以从经验对你的投入进行弥补。
如果你能够与决策者进行交流，那你就能知道在过程中真正发生了什么，为什么你会失去机会。如果不能直接与决策者进行交流，那么通过第三方关系，尽量找到客户拒绝你的真正原因。同时，你需要对近段时间公司投标的记录进行分析，明确在商务过程究竟做的怎么样，什么地方需要改进，对客户对你的评价进行准确判断。这时问以下的问题，可以帮助自己清理思想。