#talent-strategy

#talent-strategy

Resume Builder reported last October that 30% of companies will eliminate remote work in 2026. According to a survey of business leaders by Vena Solutions , a private financial software company, 83% of CEOs globally anticipate a return to full-time office work in 2027. But what if there's a better way to frame this conversation? What if the focus shifts away from where employees are working to when employees are working?

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.

If you were building global teams in 2025, you wouldn't need me to tell you it was a crazy year. We experienced economic volatility and AI disruption. Plus, tightened borders caused companies to adjust and readjust their approaches. 2026 won't be calmer. But the elements we need to master to stay competitive are now coming into focus: Navigating mobility disruption, creating unity across increasingly distributed workforces, and building the transparent, compliant infrastructure needed to employ people anywhere.

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.

If you were to join a team meeting at Parity on any given day, you might sense something unusual. One colleague may have just returned from a strength session. Another might be joining from an airport between competitions. Someone else might be analyzing sponsor data mere hours before competing in a world-class event. This is what it looks like to lead a company where a significant portion of the workforce comprises elite women athletes.

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.