Human capital is the most expensive and least understood component of work.
In the public sector, the federal government annually spends the equivalent of the market capitalization of AT&T on its workforce. In the private sector, it is not unusual for three quarters of a company’s operating budget to be spent on human resources.
However, these staggering investments have failed to create compelling or actionable insight into the psychology of employees, whose attitudes ultimately determine how they perceive their environment and commit to action. Unfortunately, layered paradigms of group think, risk aversion, polarized thinking, failure to learn, and “not invented here” attitude continue to vex organizations large and small, accounting for poor performance and lost potential.
The key to success remains unlocking that mystery.