The “war for talent” is one battle every company believes it should wage. But while competitors chase after the same “hot” individuals, smart companies do something infinitely more useful and much more difficult to copy—they build organizations that make it possible for ordinary people in every job to perform as if they were stars.
Blowing up the prevailing wisdom that companies have to chase top talent to be successful, Hidden Value argues that the source of sustained competitive advantage already exists within every organization. How companies create anduse talent is far more important than how firms attract talent. The book provides vivid, detailed case studies of several organizations in disparate industries—including Southwest Airlines, Cisco Systems, The Men’s Wearhouse, and SAS Institute—to illustrate how long-term success comes from value-driven, interrelated systems that align good people management with corporate strategy. Collectively, the stories reveal a common path to success that places values before strategy, emphasizes implementation over planning, and focuses on getting the best out of all employees, not just a few stars.