by Satnam Brar, Managing Director, Maximus IT
Nearly nine years ago the leading strategy consultancy McKinsey & Co declared the opening of a new area of conflict in the business world, the now ubiquitous ‘war for talent’. According to their assessment based upon a year long study of companies around the globe, success over the coming two decades would no longer be based upon capital, strategy or R&D, but on an organisation’s ability to identify, recruit, develop and retain the best people. In their view capital would become widely available for good ideas, clever strategies would become increasingly easy to copy and new products and services would be quickly outmoded by the lightening speed of the ideas pipeline. In such a business environment, access to smart, sophisticated business people with technical literacy, operational agility and global awareness would therefore provide the only genuine competitive advantage.
So how has this putative war had relevance to the Oracle arena so far and how is it likely to impact on it in the immediate future?
At first sight it seems arguable that the past few years have produced less of a war for talent than a war for work in the Oracle market. The commercial and industrial sectors, for example, have seen a relative scarcity of very large scale projects with the result that large numbers of contractors have had to turn to the public sector for employment – an area that many experienced professionals would have turned their noses up at during the 1990s. However, on further investigation, it seems that this reading of the situation is a simplistic and consequently misleading one.
For a full copy of this article contact Kelly Perry at Kelly@maximus-it.com by Satnam Brar, Managing Director, Maximus IT
Nearly nine years ago the leading strategy consultancy McKinsey & Co declared the opening of a new area of conflict in the business world, the now ubiquitous ‘war for talent’. According to their assessment based upon a year long study of companies around the globe, success over the coming two decades would no longer be based upon capital, strategy or R&D, but on an organisation’s ability to identify, recruit, develop and retain the best people. In their view capital would become widely available for good ideas, clever strategies would become increasingly easy to copy and new products and services would be quickly outmoded by the lightening speed of the ideas pipeline. In such a business environment, access to smart, sophisticated business people with technical literacy, operational agility and global awareness would therefore provide the only genuine competitive advantage.
So how has this putative war had relevance to the Oracle arena so far and how is it likely to impact on it in the immediate future?
At first sight it seems arguable that the past few years have produced less of a war for talent than a war for work in the Oracle market. The commercial and industrial sectors, for example, have seen a relative scarcity of very large scale projects with the result that large numbers of contractors have had to turn to the public sector for employment – an area that many experienced professionals would have turned their noses up at during the 1990s. However, on further investigation, it seems that this reading of the situation is a simplistic and consequently misleading one.
For a full copy of this article contact Kelly Perry at Kelly@maximus-it.com or on 020 7422 6000