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The purpose of this paper is to highlight why organisations need to shift from homogenous talent management to inclusive talent management. The authors argue that having a diverse workforce and inclusive culture is a business imperative and not just “a nice thing to do”.

The authors share their experiences of both interviewing directly and the results of their research into organisations that have taken steps to be more inclusive.

The paper explains that there is no “silver bullet” that will result in any organisation becoming more diverse and inclusive. However, there are a number of steps and “nudges” that can be taken to move towards inclusive talent management.

The authors have made every effort to select organisations from different sectors and regions but recognise that there will be many other examples of good practice elsewhere.

The authors believe that the examples described in the article can be applied in all organisations but will depend on the active support of its leaders and the extent to which they live the values of the company.

The relevance of the themes of diversity and inclusion has become a strategic business priority as organisations recognise the value that having a diverse workforce contributes to achieving their objectives.

The purpose of this article is to cover a subject which the author believes is very topical and of interest to both those in leadership roles and those in the HR profession.

The author shares his experiences on this topic and speaks to others who have found themselves in a situation of succeeding a strong well established leader.

The author's findings clearly show that there is no right or wrong answer to this question. As mentioned in the article there are a number of options to consider and the new leader will have to assess their strategy based on the circumstances in which they find themselves.

The article is on a topic which should be of great interest to both those in leadership roles and HR practionners. The theme of succession planning is one which all organisations are highly aware of and if done correctly can be of supreme importance to the on-going performance of any organisation.

Considers the challenges facing people developing talent strategy in global organizations and ways of overcoming them.

Describes how to maximize the potential of a multi-generational, multi-cultural, cross-organizational, inclusive-talent workforce.

Examines the importance of: highlighting the value of people to organizational success; making the business case; ensuring that the whole organization buys into the concept; having an inclusive/selective talent strategy with equal emphasis on each area; making the chief executive the chief talent officer; joining up talent-management activity with business activity and other people-management strategies; delivering talent management well; and making sure there is involvement from all of the organization’s stakeholders.

Considers that people management works best when the interests of the organization coincide with the interests of individual employees. For the organization this, means achieving its stakeholder objectives. For the employee, it means satisfaction at work, a balanced life and visible career prospects.

Advances the view that the focus on talent has rarely been sharper and so the concept of “make your people before you make your products” is important.

Emphasizes that the attraction, development, management and retention of talented people is critical to the success of all organizations.

The purpose of this paper is to investigate structural changes in the elasticity of demand for wine in the Province of Ontario and in Canada as a whole. It will provide academic researchers and practitioners with a better understanding about structural changes in the levels of wine demand elasticities over time. It will also help the relevant governments and wine business establishments in developing taxation policy and business decisions.

The Kalman filter method, in conjunction with the Chow test, is applied to investigate structural changes in the elasticity of demand for wine. The Chow test is used for primary investigations of structural changes in the elasticity of demand for wine over time, whereas the Kalman filter method provides information about the behavior of the elasticity coefficients over time.

The Chow test reveals that structural changes in wine demand for Ontario are more pronounced than those for Canada as a whole. The Kalman filter results indicate that increased (decreased) government taxation could be an effective tool for discouraging (encouraging) consumption of wine. The analysis of own‐price elasticity suggests that the effects of increased government taxation on wine consumption be totally unexpected. Cross‐price elasticity coefficients change their signs over time, suggesting that some of the goods that are considered to be complements may become substitutes. Income and unemployment levels have different effects on wine consumption in Ontario and in Canada as a whole.

There may be variation in results by wine color (red or white), country of origin (imported or domestic), or price (premium or non‐premium).

Understanding changes in the elasticity of demand structure for wine over time would help policy makers at the provincial and federal levels come up with effective tools for controlling consumption of wine over time, including their taxation policies. For the wine business establishments, the information on consumer response is important for pricing purposes.

The Kalman filter has not previously been used to examine structural changes in the demand for wine in Canada.