Presenter
Alec Levenson
- How to tradeoff taking a business as usual approach vs. following the doubling down approach.
- How to address the challenges of creating career paths that enable the development of deep skills across two strong functional areas.
- How to use organization design and job design tools to complement traditional talent management approaches
Key Takeaways
- 1.Organizations can gain a competitive advantage by developing talent with deep expertise in two functional areas (“dual strength”).
- 2.The limited number of true general manager roles creates the need for a new kind of leader with cross-functional depth.
- 3.Valuable dual-strength combinations include engineering and design, sales and analytics, and HR and finance.
- 4.Approaches to building this talent include individual development, cross-functional teams, and redesigning functions.
- 5.A primary challenge is identifying, nurturing, and retaining people who can work seamlessly across specialized fields.
The Rise of Dual-Strength Talent
In today's complex business environment, siloed expertise is no longer enough. An emerging area of competitive advantage is the development of "dual-strength" talent—individuals who possess deep expertise across two distinct functional areas. This approach to building bench strength addresses the well-known limitations of traditional general management tracks, where the number of true general manager roles is inherently small.
By cultivating leaders who can bridge silos and integrate diverse perspectives, organizations can enhance agility, drive innovation, and improve problem-solving capabilities. The demand for leaders who can connect disparate knowledge domains has never been greater.
Examples of High-Value Combinations
Dr. Alec Levenson provides several examples of valuable dual-strength pairings that create significant strategic advantage:
- Engineering and Design: Fosters innovation and user-centric product development.
- Sales and Analytics: Enables data-driven sales strategies and improved customer insights.
- HR and Finance: Creates a more strategic, data-informed approach to human capital management.
Strategies for Building Dual Strength
Organizations have successfully used several methods to cultivate this unique form of talent. The approach can be tailored to the organization's structure and goals.
1. Individual Development
Leaders can assess their organization's strategic needs to identify key functional pairings. They can then design initiatives such as stretch assignments, targeted mentorship, and formal training to help high-potential individuals gain deep experience in a secondary function.
2. Cross-Functional Teams
Using cross-functional teams allows employees to work on projects that require them to operate outside their primary area of expertise, fostering collaboration and a deeper understanding of other business functions.
3. Redesigning Functions
Some organizations may choose to redesign entire functions to break down traditional silos and create roles that inherently require expertise in multiple domains.
Key Challenge: Identification and Retention
Regardless of the approach, a critical issue is the ability to effectively identify, cultivate, and retain people who can work seamlessly across deep functional lines. Organizations must implement robust identification processes to spot candidates with an aptitude for cross-functional learning and create clear career paths and incentives to keep these valuable individuals engaged and contributing to the organization's long-term competitive edge.
This session explores an innovative approach to talent development focused on building "dual strength" bench strength within organizations. It delves into the benefits and challenges of cultivating leaders who possess deep expertise across two distinct functional areas, addressing a critical need for modern competitive advantage. The insights remain highly relevant today as organizations increasingly require versatile leaders capable of bridging knowledge gaps and driving integrated solutions.
What you'll learn
This webinar illuminates an emerging area of competitive advantage: developing talent with deep expertise in two functional areas. Traditional general management roles are limited, creating a need for a new type of leader. Dr. Levenson discusses how organizations can approach building this "dual strength" talent, focusing on identifying, cultivating, and retaining individuals who can seamlessly operate across different specialized fields. You will gain insights into:
- The strategic importance of cross-functional leadership.
- Examples of valuable dual-strength combinations (e.g., engineering and design, sales and analytics, HR and finance).
- Different organizational approaches to developing this talent, such as individual development plans, cross-functional teams, and functional redesign.
- Key considerations for identifying, nurturing, and retaining these specialized leaders.
Who this webinar is for
This content is ideal for HR leaders, talent management professionals, organizational development specialists, and senior executives responsible for strategic workforce planning. It is particularly beneficial for those looking to innovate their leadership development programs and build a more adaptable, resilient, and competitively advantaged organization. Anyone involved in cultivating future leaders will find value in the presented strategies.
Why it matters now
In today's complex and rapidly evolving business environment, the demand for leaders who can bridge silos and integrate diverse perspectives has never been greater. Organizations face challenges that cannot be solved by single-domain experts alone. The ability to develop "dual strength" talent ensures that leadership can drive innovation, foster collaboration, and make informed decisions by leveraging comprehensive knowledge across multiple critical functions. This approach enhances organizational agility and problem-solving capabilities, making it a crucial strategy for sustained success.
How leaders can apply this
Leaders can apply Dr. Levenson's insights by first assessing their organization's current and future needs for cross-functional expertise. Begin by identifying key functional pairings that would yield significant strategic advantage. Next, design talent development initiatives that encourage individuals to gain deep experience in a secondary functional area through stretch assignments, mentorship, and formal training. Implement robust identification processes to spot high-potential candidates who demonstrate an aptitude for cross-functional learning. Finally, create pathways and incentives for retaining these valuable "dual strength" individuals, ensuring they continue to contribute to the organization's long-term competitive edge.
About this session
Key takeaways
Watching this webinar gives you grounded, practical perspective on Talent Management. Expect ideas you can use in leadership conversations, not abstract theory, drawn from Alec Levenson's direct experience.
Who this is for
CHROs, HR business partners, talent leaders, executive coaches, organizational development practitioners, and senior leaders who are responsible for resources inside their organization.
Why it matters now
Workforce expectations, hybrid work patterns, and AI-driven change keep raising the bar on culture and leadership. Sessions like this help leaders make smarter, more evidence-informed decisions about Talent Management.
How to apply it
Use the ideas here to challenge a current assumption on your team, design a single concrete experiment in the next 30 days, and bring one finding back to your leadership group for discussion.
Frequently asked questions
Topics