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Issues for Organizations 50% of C-level, executive and middle managers in the US are due to retire in the next 3-5 years. The demographic reality of the Baby Boom is that the ranks of retiring Baby Boomer generation managers in the US – especially senior ones – are substantially larger than the ranks of the succeeding GenY cohort immediately behind them. As critical as the projected shortfall in head-count is the accompanying Wisdom Gap this signifies. “There is little doubt I my view that the shortage of engineering talent is the single largest factor that stops our customers from investing more” This problem is not unique to the US. Both the EEC and Asia Pacific regions face similar demographic challenges. The implications for corporations are huge. The ability of an organization to execute long term strategic plans depends implicitly on the availability of the right talent in the right places within the organization, as well as on the maintenance and expansion of institutional wisdom. Since the most critical talent resides at the C and C minus-one level – the levels mostly populated by Boomer-generation executives, - the vulnerability is particularly acute at the top. The challenge for corporate leadership is to identify and quantify those pockets of talent vulnerability and to develop a workable plan to bridge the gap effectively. “Failing to manage your company’s talent needs is the equivalent of failing to manage your supply chain ... supply chain managers ask questions like: do we have the right parts in stock ... do we know where to get the parts when we need them ... does it cost a lot of money to carry inventory?” Boomer Capital’s Vulnerability and Risk Index is a unique new tool designed to help executive and human resource management quantify and understand the extent of the organization’s exposure; the first step towards developing a focused strategy to counteract the threat. But wait, there is another challenge ...
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