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While focusing on effective diversity training programs is a natural start, TD professionals have additional opportunities to move DEI forward with knowledge management, career and leadership development, and coaching. In this issue of TD at Work, Ed Hasan and Ifedapo Adeleye focus on those three high-impact but underused capabilities.

Talent development professionals can and should do more to advance DEI. While focusing on effective diversity training programs is a natural start, TD professionals have additional opportunities to move DEI forward with knowledge management, career and leadership development, and coaching. In this issue of TD at Work, Ed Hasan and Ifedapo Adeleye focus on those three high-impact but underused capabilities. They address: · The top DEI priorities and challenges facing organizations and how TD professionals can help tackle them · Strategies and tips for unleashing the power of knowledge management to facilitate DEI change · Challenges and solutions for creating effective career and leadership development programs to advance diverse talent • Evidence-based approaches for coaching for inclusive leadership and for coaching historically excluded groups Tools & Resources in this issue are a DEI knowledge management strategy questionnaire and a career development diversity questionnaire.

Talent development professionals can and should do more to advance DEI. While focusing on effective diversity training programs is a natural start, TD professionals have additional opportunities to move DEI forward with knowledge management, career and leadership development, and coaching. In this issue of TD at Work, Ed Hasan and Ifedapo Adeleye focus on those three high-impact but underused capabilities. They address: · The top DEI priorities and challenges facing organizations and how TD professionals can help tackle them · Strategies and tips for unleashing the power of knowledge management to facilitate DEI change · Challenges and solutions for creating effective career and leadership development programs to advance diverse talent • Evidence-based approaches for coaching for inclusive leadership and for coaching historically excluded groups Tools & Resources in this issue are a DEI knowledge management strategy questionnaire and a career development diversity questionnaire.

The 1970s saw the establishment of University Teaching Hospital Ibadan (UTHI) as a hospital of eminence with lofty vision: 'To be the flagship tertiary health care institution in the West African sub-region: offering world-class training, research and services and the first choice hospital'. It indeed kept its promise to emerge as the main teaching hospital of the country. The 1990s witnessed the decline. The Government of Nigeria appointed Vesta Healthcare Partners to advise on transformation and sustainability. A number of suggestions of far-reaching consequences came up. These involved restructuring and the reporting system; motivational initiatives; offer of opportunities to those who showed performance; recognition to performance; installation of performance measurement metrics; remuneration system; and more.

The aim of this article is to investigate how an established firm in a dynamic market was able to successfully execute a corporate renewal programme in a hypercompetitive business environment. The study seeks to understand how market incumbents can transform themselves and outcompete younger, seemingly more entrepreneurial players.A longitudinal case study approach was used, following the extensive data collection in several periods between 2005 and 2013. Within this period, over 10 company visits were done to gain a firsthand knowledge of the transformation programme and to interview several senior executives and other stakeholders across the firm. In addition, relevant information from archival data and reports was collected during this period. Accelerated transformation requires taking calculated risks, redesigning the organization to align with the market, and making substantial investments in people.The study is limited to the transformation strategies adopted by a single company, FirstBank. While some of the lessons from this study can be applied to banks and other firms in transitional markets, certain factors idiosyncratic to the firm may make the universal adoption of their approach impossible.Many transformation initiatives tend to focus narrowly on technical, information technology (IT) issues, and leave out the so-called soft issues. From this case, transformation best works when process and structural transformation is complemented by radical changes in organization design and talent management systems.

Abisola Aworinde, executive director of May Clinics Ltd. (MCL) had initiated several programmes to transform the healthcare institution and position it as a leading healthcare organization in Lagos, Nigeria. One of the major challenges he and the MCL management team faced was how best to drive the expansion of the hospital, with an ambitious goal to increase the number of hospitals they operated from two to fifteen within three years. They opted for mergers and acquisitions, using a hub and spoke model, but faced several challenges as they sought to complete their first acquisition deal. Aworinde must now decide which of the two deals being considered should be prioritized, ensuring that decisions meet the investment criteria and strategic objectives of his institution.

Stephen Onasanya had successfully steered First Bank through a three-year period of accelerated corporate transformation and growth, as the institution emerged from the global financial crisis of 2008. At the core of the bank's transformation lay a new organizational structure. In 2010 the bank had transitioned from a geography-based to a customer-based organizational structure, and redesigned its nationwide coverage and deployment model to align with the new organization. In August 2012, it was apparent that the restructuring had been successful. Apart from the impressive financial results the bank had posted, significant progress had been made on many non-financial measures, including customer satisfaction. Nevertheless, Onasanya was not completely satisfied. He wondered what more could be done to make the new organizational structure deliver even better results.