Making Star Teams Out of Star Players  

Oleh:

Mankins, Michael ; Root, James ; Bird, Alan

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 91 no. 1 (2013), page 74-78.
Topik: Organization's Resources; Talent; Top Performers; Creative Work

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.46 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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When it comes to an organization’s scarcest resource—talent—the difference between the best and the rest is enormous. In fields that involve repetitive, transactional tasks, top performers are typically two or three times as productive as others. Justo Thomas, the best fish butcher at Le Bernardin restaurant in New York, can portion as much fish in an hour as the average prep cook can manage in three hours. In highly specialized or creative work, the differential is likely to be a factor of six or more. Before becoming chief justice of the U.S. Supreme Court, John Roberts prevailed in 25 of the 39 cases he argued before the Court. That record is almost nine times better than the average record of other winning attorneys (excluding solicitors general) who have argued before the Court since 1950. (For other examples of star productivity, see “What ‘A’ Players Bring to the Table.”) Across all job types, we estimate, the best performers are roughly four times as productive as average performers. That holds in every industry, geographical region, and type of organization we’ve examined.

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