(HBR) Building a Game-Changing Talent Strategy
Founded 25 years ago by eight partners, BlackRock, the world’s largest asset management firm, rewrote the playbook in financial services. While many of its peers were stumbling and retrenching in the aftermath of the 2008 recession, BlackRock was charting a course for growth. Its revenue, profits, and stock price all performed consistently during that tumultuous period.
What interests us is that the company continues to excel. It has a palpable sense of pride—a buzz. But what makes it different? BlackRock is driven by an explicit and concrete mission: “To create a better financial future for our clients.” It excels at commercializing innovation. Its technology platform, Aladdin (Asset Liability and Debt & Derivative Investment Network), boasts the world’s most sophisticated risk-analytics capabilities combined with superior functionality in portfolio administration, trading, and data control and operations. BlackRock is maniacally focused on delivering high performance, and its leaders say they are proud that the firm’s 11,000-plus professionals abide by its four guiding principles: to be fiduciaries to its clients, to be passionate about performance, to be innovators, and to be “one BlackRock.”
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