#talent-strategy

#talent-strategy

The consulting giant questioned 4,454 chief executives across 95 countries and territories about their strategic priorities and outlook in the year up to November 2025. More than half of the CEOs surveyed, 56%, said AI hasn't produced revenue or cost benefits for their businesses to date. Some reported benefits for either revenue or costs: around a third said their revenue was up in the last year, and 26% said they were seeing lower costs from AI.

Caliber Home Loans, which was sold to the parent of Newrez for $1.675 billion in 2021. Caliber made us fall in love with mortgage banking. It feels like when you create a great culture of people that are aligned, have a clear direction and guidance from the leadership team, you can do special things, Pendleton said in an interview with HousingWire. When we lost that alignment at the top, that's when things started to shift.

In today's fast-moving business environment, marketing is no longer just a support function-it's a core growth engine. Yet, many companies unknowingly sabotage their own success by building weak or undersized marketing structures. I've seen this firsthand, where a small team was expected to "do it all," from strategy and demand generation to creative execution and analytics. The result was predictable: missed opportunities, burnout and a marketing function that couldn't keep pace with company ambitions.

Professional services firms such as blue-chip law firms and management consultancies have long relied on a simple talent strategy: hire large amounts of eager and capable young associates to do the "heavy lifting" at the firm, freeing up partners and other senior staff to sell new work and set strategy. These associates would then be winnowed out over time. They either moved on to other work (often the firm's clients),

Gaëlle Le Meur's appointment as Chief People Officer at Driscoll's marks a strategic move to enhance the company's global talent strategy and organizational effectiveness.