[This article was originally published in the Harvard Business Review and authored by Andy Flemming.]
There are organizations that are great at what they do, that are relentless at it. But it turns out there are very few that are great and relentless at people development. When it comes to preparing organizations for a complex, high-speed future, many people who work in those organizations, or in management science, talk about the imperative for “continuous improvement” in operations. But it is one thing to be relentless about continuously improving the processes by which work gets done; it is quite another – and every bit as necessary – to be relentless about continuously improving the people who do the work.