Three Levels of Pull

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Three Levels o PullVolume Five


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The Power of Pull examines the how question how can we eectively address our mostpressing challenges in a rapidly changing and increasingly interdependent world? In The Power ofPull, John Hagel, John Seely Brown, and Lang Davison highlight ascinating new ways in whichpassionate thinking, creative solutions, and committed action canand willmake it possible orus to seize opportunities and remain in step with change. - Bill Clinton

The Power of Pull will do or our 21st-century inormation-age institutional leadership what PeterDruckers The Concept of the Corporation did or industrial-era management. This book beginsto create a body o learnable principles that will revolutionize our ability to access and work withknowledge ows. - Newt Gingrich


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Table o contents

Three Levels o Pull 4

Endorsements or The Power of Pull 20

About the authors 22


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Three Levels o Pull

Last year, in the midst o a deep recession, we

ound ourselves troubled by the suspicion thatshort term circumstances were in act masking aneven more disturbing long-term trend. What i,when the recession ended, the U.S. corporate sec-tor was still perorming poorly?

What we ound in a subsequent research eortseemed to confrm this troubling hypothesis. The2009 Deloitte Shit index, which leveraged more

than a dozen data sources, our surveys, fve pro-

prietary methodologies and 26 metric

macroeconomic view o deep, long-tetions in the business landscape, showon assets (ROA) or U.S. frms has steaduring over more than our decades tquarter o where it was in 1965, evenproductivity has continued to rise. Eveperorming companies are struggling to maintain their ROA levels, while losleadership positions at an ever-aster

trast, the companies in the bottom quperormance saw their returns declineover the same period.

What underlies this long term decline corporate perormance? It may be, as The Power of Pull (Basic Books, 2010)companies are conronting the limits omoded approach to doing business. W

approach push. Broadly speaking, pa method and means o organizing ac

Broadly speaking, push describes a method and means o orga-nizing activities and actions. Push operates on a key assump-tionthat it is possible to orecast or anticipate demand...We need a new rationale or our biggest private and publicsector institutionsto re-imagine them in line with the worldaround us. Rather than scalable efciency, we need scalable

connectivity, learning, and perormance. Rather than push, weneed institutions that pull.


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actions. Push operates on a key assumptionthat

it is possible to orecast or anticipate demand. Andit ollows the logic laid out by historians such asthe late Alred Chandler, who wrote classics likeScale and Scope andStrategy and Structure, logicmaintaining that companies exist to exploit thebenefts o being big. They exist, in other words, tomaximize efciency at scale.

The logic o scalable efciency arose in response

to the spanking new transportation and commu-nications inrastructures that emerged in the 19thcentury with the invention o the steamship, therailroad, the telegraph and, soon thereater, thetelephone and the automobile. These inrastruc-tures or the frst time enabled large-scale manu-acturing acilities serving national markets. As aresult, a new type o business enterprise was born,one using the inrastructure and relative stability o

the day to get bigger quickly through push market-ing and production at scale.

O course, we no longer live in the 19th century.

Today we have a new digital inrastructureconsisting o the institutions, practices, andprotocols that together organize and deliver theincreasing power o digital technology to businessand society. Because its underlying technologycomponents (processing power, storage capability,and bandwidth) continue to evolve at exponentialrates, the new digital inrastructure itsel showsno signs o stabilizing. Thus the events o our

21st century world are becoming switer, moreturbulent, and harder to predict. The unexpected isbecoming commonplace. Probability distributionsare increasingly less normal. Power laws are evermore prevalent. We live in an age o uncertainty.

As the world becomes less certain, scalableefciency is losing its way. Yet our economyis chock-a-block with businesses that exist to

maximize efciency at scale. Businesses presumingpredictability in order to push out mass produced


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products supported by mass marketing programs.Businesses relying on command and control in aworld thats increasingly difcult to command orcontrol. Businesses losing their leadership positionsat an ever-aster rate because they continue topush in a world where push no longer works aseectively as it once did.

What we need, rather than a managerial philoso-phy based on the communications and transpor-

tation inrastructures o the 19th century, is onegeared to the digital inrastructure o the 21st. Weneed a new rationale or our biggest private andpublic sector institutionsto re-imagine them inline with the world around us. Rather than scalableefciency, we need scalable connectivity, learn-ing, and perormance. Rather than push, we needinstitutions that pull.

What is pull?Pull is the ability to draw out people and resources

as needed to address the opportunitielenges o an uncertain world. Pull givedented access to what we need, wheeven i were not quite sure that it isus to harness and unleash the orces otion, inuence, and serendipity. Usingcreate the conditions by which individand even institutions can achieve theiless time and with more impact than hpossible. The power o pull provides a

all o usindividually and collectivelychallenge and stress into opportunity as digital technology remakes our live

Pull is about expanding our awarenespossible and evolving new dispositionnew practices, and taking new actionsthose possibilities. Its about fguring obe systematic in how we combine wo

to pursue our passions, how to fnd oshare our passion but bring dierent e


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and perspectives to challenging perormance

needs, and how to create conditions where weremore likely to happen upon interesting people,resources, and opportunitieseven as we con-tribute the same chances to others. We all pursuesome o these techniquessearching, tapping intonetworks o one kind or another, connecting withpeople who share our passionsbut almost noneo us do it systematically or even consciously. Andew o us know how powerul these ideas and

techniques, properly deployed, have the potentialto be.

Pull works at three primary levels, each o whichbuilds on the others. At the most basic level, pullhelps us to fnd and access people and resourceswhen we need them. At a second level, pull is theability to attractpeople and resources to us thatare relevant and valuable, even i we were not

even aware beore that they existed. Think here oserendipity rather than search. Finally, in a world

o mounting pressure and unoreseen opportuni-

ties, we need to cultivate a third level o pulltheability to pull rom within ourselves the insight andperormance required to more eectively achieveour potential. We can use pull to learn asterand translate that learning into rapidly improvingperormance, not just or ourselves, but or thepeople we connect witha virtuous cycle that wecan participate in.

The frst level o pull: AccessThe frst and simplest level o pull is all aboutexible accessthe ability to uidly fnd and getto the people and resources when and where weneed them. This is considerably dierent rom thenotion o pull that some readers will associatewith lean manuacturing.

Access involves the ability to fnd, learn about,

and connect with resources (people, products,and knowledge) on an as-needed basis to address


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unanticipated needs. As the world is remade by

digital technologya process we have termedthe Big Shit, this capability becomes increasinglycentral to our survival, much less our success. Asthe convergence o digital inrastructures andpublic-policy regimes supporting economic liberal-ization lead to intensifed competition and growingeconomic pressure, it becomes increasingly difcultto orecast demand, requiring non-push basedapproaches to resource mobilization. Rather than

pushing resources based on reasonably accuratedemand orecasts, we must fnd ways to access abroader range o resources in shorter periods otime to respond to unanticipated events as d isrup-tions become ever more requent. From somethingthat was nice to have, access is becoming essentialto survival in an increasingly unpredictable world.

Pull platorms

Access is particularly challenging in the businessworld, where institutional boundaries have tended

to limit visibility and the ability to con

needed resources. What we call pull phelp us to overcome institutional barrbusiness world as well as to expand oour personal lives.

Pull platorms are designed to exiblydate diverse providers and users o reDeveloper Network (a collaborative ecconsisting o customers, business part

and independent parties, many o whnized in communities o innovationparticular perormance challenges or is one good example. Well discuss twa moment.

These platorms are open-ended and evolve based on the learning and the needs o the participants. Platorms

sense are tangible oundations; here wthe term metaphorically to describe r


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orchestrating a set o resources that can be con-

fgured quickly and easily to serve a broad rangeo needs. Think o Travelocitys travel service, orthe emergency ward o a hospital, and you will seethe contrast with the hardwired push programs.Emergency wards, o course, exist to help only indire situations. Yet they demonstrate the easibil-ity and value o pull-oriented approaches in moretraditional settings. In the emergency room, themedical personnel make skilled decisions as to

the time necessity o their interventions and areready to pull rom and mobilize a wide variety oresources that are on hand to help whoever comesin with a problem.

The contrast between push programs and pull plat-orms is quite stark. Pull platorms tend to be muchmore modular in design. O course, push programscan also be modular, but the modules are specifed

or the beneft o the provider and usually

tightly integrated. On pull platorms the modules

are or the convenience o the participants in theplatorm. For example, many open universityinitiatives allow students to take courses (which aremodules in a degree-granting program) onlinewhenever they choose, in dierent sequencesand groupings, giving maximum exibility to thestudent. Modules are created to help to makeresources and activities more accessible in exibleways, since the core assumption o pull platorms

is that the needs o participants cannot be wellanticipated in advance. Pull platorms are designedrom the outset to handle exceptions, while pushprograms treat exceptions as indications o ailure.Most companies in act spend considerable eorttrying to eliminate exceptionssuch as whenan order bounces out o an automated orderprocessing system because o a customer requestor unusual fnancing terms, or or shipment o the

order using an unanticipated delivery method.


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In pull platorms, the modules are designed to beloosely coupled, with interaces that help users tounderstand what the module contains and how itcan be accessed. Because o this loosely coupledmodular design, pull platorms can accommodatea much larger number o diverse participants. Inact, pull platorms tend to have increasing returnsdynamicsthe more participants and modulesthe platorm can attract, the more valuable theplatorm becomes.

In many cases, pull platorms are initially de-ployed to serve a specifc need, but, because othe exible design, these platorms rapidly evolvein unexpected directions and end up serving abroad range o needs. Instant-messaging networkswere initially deployed to help teens and hackersto communicate more rapidly, but they are nowactively used by fnancial traders who want to gain

an edge in rapidly moving fnancial markets. Thedesign o these platorms is emergent, shaped by

the participants themselves as their owevolve. This kind o organic growth is pealing, on the one hand, because it mmost o a companys initial investmenparticipants contribute. Its somewhat other hand, or managers who are usling what takes place. Who knows? Pecommunity will start talking about or mending competing products. Yet comSAP have ound they can inuence an

direction in which the community goeit creates the most value or all the pawithout over-controlling things.

Pull platorms in actionSAP isnt the only company making usplatorms. Li & Fung operates in a vardustries, but it got its start in the appaIt was there that the company initially

an operating model that it is now exteother industries. In the apparel industr


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customers are apparel designers in the UnitedStates and Europe. It works with these customersto defne their needs in terms o apparel produc-tion and then confgures supply networks that arenot just customized or the individual customer, butcustomized down to the individual item o apparel.

Li & Fung does not perorm any o the supply-network operations itsel. Instead, it works withmore than 10,000 business partners in more than

orty countries around the world to ensure thatexactly the right capability is deployed to supporteach item o apparel. For example, the participantsrequired to produce a high-end wool sweatermight be quite dierent rom the participantsrequired to produce a low-end wool sweater. Li &Fung has a deep understanding o the capabilitieso each o its partners. Its role is to identiy the ap-propriate partners, defne and sequence their roles

in the supply-network process, and perorm qualitychecks to ensure that each customer is getting

exactly what it needs. Everything elseall raw ma-terial sourcing, production activities, and logisticsactivitiesis perormed by Li & Fungs partners.

In eect, Li & Fung has organized a global pullplatorm or apparel designers. In sharp contrastto traditional supply-network managers, who haveocused on limiting the number o supply-networkpartners and creating tightly integrated operations,Li & Fung is rapidly expanding the range o partici-

pants to provide an even broader range o special-ized capabilities that can be exibly pulled byindividual customers to serve their specifc needs.

Another pull platorm emerged about ten yearsago in the budding digital music player market.This one was organized by PortalPlayer, a companythat was ounded in 1999 by a group o ormerNational Semiconductor executives. It received very

little public attention, but it played a key role in theintroduction o Apples iPod product line.


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The ounders o PortalPlayer set out rom thebeginning to organize a global pull platorm tohelp it design and develop technology to meet verydemanding perormance specifcations, includ-ing a small orm actor, low power consumption,high audio quality, and low manuacturing cost.PortalPlayer ocused on designing the core MP3decoder and controller chip with related sotwarethat made it easy to incorporate technology rom abroad range o other companies. This became the

centerpiece o PortalPlayers pull platorm.

From the outset, the company was organized as amicromultinational with its own operations basedin both San Jose, Caliornia, and Hyderabad, India.PortalPlayer invested signifcant eorts in build-ing a global network o technology companieswith complementary capabilities to support MP3development. These companies included some U.K.

technology providers, such as the microprocessorcompany ARM and Wolson Microelectronics, a

specialized provider o d igital-to-analotechnology. From the United States, pthe PortalPlayer network included Texments and Linear Technologies, a smaspecializing in power-management intcircuits. From Japan, PortalPlayer recruprovide ash memory, Sony or batterogy, and Toshiba or hard-disk-drive teTaiwan, PortalPlayer developed close with both United Microelectronics Co

(UMC) and Taiwan Semiconductor Maing Company (TSMC) to access siliconcapabilities. In eect, PortalPlayer hadpull platorm to drive rapid iterations oMP3 designs by accessing and connecworld-class capabilities rom specializearound the globe.

When Apple came up with an idea o

product line coupled with an online mit approached PortalPlayer to mobilize


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design network; as a result, Apple was able to en-ter the market with its iPod just nine months aterthe initial product approval. Apple ocused on theexternal design o the iPod and the user interacedesign, leaving the rest o the design to Portal-Player and its design network, and or many yearsPortalPlayer was the key source or the innovativeMP3 unctionality embedded in the iPod product.

The second level o pull: Attract

The frst level o pullaccessis very powerul.But in a world o near-constant disruption, its valueis fnite. Many o us are increasingly fnding thatwe no longer even know what to seek, even withthe growing power o search. While its great thatall sorts o inormation is indexed and sorted onthe web, even a daily tour through ones Facebooknewseed reveals many new people and resourcesthat could be relevant.

How do we fnd out which ones? How do wespeciy, when we go to Ask.com, Bing, or Google,the areas o knowledge and expertise that wouldbe most valuable? Show me the stu that I reallyneed that I dont even know exists, isnt much oa search string. Access only truly works when weknow what were looking or. At times like these,the cursor blinks in the search engines textbox,mocking us, asking the existential question: Do youeven know what you are looking or? And even i

we think we do, its guaranteed that unknownunknowns, as Donald Rumseld memorably calledthem, are waiting or us, both as opportunities andas barriers.

Many o us are increasingly fnding that we no longeknow what to seek, even with the growing power o sHow do we speciy, when we go to Ask.com, Bing, othe areas o knowledge and expertise that would be mable?


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We must supplement search engines and theirequivalents by exploring additional ways o pullingpeople and their knowledge to us. To address thischallenge, we will need to master the techniqueso attraction in both our personal and proessionallivesand learn to harness the power o serendipi-ty, which is the aculty o fnding people and thingsthat we did not know we were looking or.

While most all o us already know how to attract

something toward ourselves when its somethingor someone weve already encountered, ew o usseem to realize that we can shape serendipity toattract the people and things we need but didntrealize we were searching or. As we begin to en-gage with this level o pull, well oster encounterswith people who can be helpul in expanding ourhorizons and creating the new knowledge thatenables us to achieve new levels o perormance.

Yet brie encounters are typically o little value. Youhave to do more than have a brie conversation

or e-mail exchange: You have to inveseort and build trust-based relationshare to access the knowledge that is mBuilding these relationships requires remust be willing to give i we are to re

We need serendipitous encounters wibecause o the importance o the ideaeople carry with them and the connechave. People carry tacit knowledge. Yo

brain surgery just rom a text. Youve gnext to someone who already knows by doing. Tacit knowledge exists only heads. That means we must not only people who carry this new knowledgeknow them well enough (and providesufcient reciprocal value) that theyretrying to share it with us.

Serendipitous encounters with peopleinstance at one o the many coneren


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springing up (around the Internet, biotechnology,or alternative technology, just to name a ewcurrent examples) to accommodate the desire oparticipants to share stories about their experienceswith like-minded peopleoten prove to be armore ruitul than an isolated encounter with newobjects or data. In these encounters we not onlyhave the opportunity to access the tacit knowledgeother people have gained rom their experiencesand to share our ownbut can begin to create

relationships that may themselves spawn new tacitknowledge as we begin to collaborate on areas oshared interest. Serendipity becomes much morethan a one-time encounter or an end in itsel: Itbecomes the crucial means o access to rich owso tacit knowledge both now and in the uture.

Ampliying and flteringAll o this might make attraction an eective

orm o discovering the things we didnt knowwe didnt know, but it also brings up a problem:

How can we possibly have enough time to put thisinto practice? There are only twenty-our hours inthe day. Worse yet, the more eective we are inattracting the attention o large groups o people,the more challenging it becomes as these peopleseek us out and want to interact with us. We caneasily become overwhelmed with the throngs linedup at our door. We will be consumed in meetingsand communication and never fnd the time tobuild on the new insights and knowledge we are

encountering. How do we avoid getting so over-whelmed by what weve set in motion that, likeGarbo, we only want to be let alone?

To master attraction, we need two elements tocome together in a powerul and reinorcing way.First, we need amplifers that can help us reachand connect to large groups o people aroundthe globe that we do not yet know (and may not

even be aware exist). These amplifers relate to ourchoice o where to live, what gatherings we at-


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tend, how we conduct ourselves online, and whatwe do to draw the attention o others. Second, weneed flters that can help us to increase the qualityas well as the number o unexpected encountersand ensuing relationships that are truly the mostrelevant and valuable. These fltering techniqueshelp separate the wheat rom the cha in ourinteractions with others and become ever morecrucial as we begin serendipitously drawing morepeople toward us. By simultaneously ampliying (to

increase the sheer number o unexpected encoun-ters) while fltering (to spend time only on thoseinteractions that yield value to us and to others),we can shape serendipity in order to attract romthe edges o our ast-moving world the people andknowledge we need in order to thrive.

The third level o pull: AchieveExecutives can use the techniques o access to fnd

what they need, and can use the techniques oattraction to draw new people, ideas, and inorma-

tion to them. Institutions can abet indthis by providing them with platormsthem to reach out. But pull goes beyobasics.

Accessing and attracting in act have dvalue unless they are coupled with a tpractices that ocus on driving perormto new levels. These practices involve in, and sometimes orchestration o, so

we call creation spacesenvironmeectively integrate teams within a broaecology so that perormance improveates as more participants join.

Creation spaces allow large numbers opants, oten in the millions, to come ttest and refne the practices required tthis third level o pullachieving their

more eectively. You can see these crecoming into being in a wide range o


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the edges o business and culture. Although rom adistance it may look like they are emerging sponta-

neously, sel-organizing in response to the needs othe participants, a closer look reveals that creationspaces are careully crated by their organizers,especially in the early stages, to engage the rightkinds o participants and oster specifc types ointeractions, all within environments that unleashthe potential or increasing returns to participationand investment.

In act, these creation spaces may change the waythe experts look at business strategy. The expe-rience curve, frst popularized by Boston Consult-ing Group in the late 1960s, has proved remarkablyaccurate in describing how perormance improvesin industries as diverse as semiconductors, toiletpaper, and beer. It has been a oundation o busi-ness strategy or decades. Yet in all these industries

experience curves are also diminishing returnscurvesthe more experience an industry accumu-

lates, the longer it will take to accumulate enoughexperience to deliver a comparable increment o

perormance improvement. By making the mosto the techniques o pull that we outline, creationspaces may deliver a very dierent orm o peror-mance improvement curveone that rises evenmore rapidly as more and more people join theeort, demonstrating a powerul increasing-returnseect. We call this a collaboration curve to high-light the central role o new orms o collaboration

in delivering higher and higher perormance levels.Collaboration has always been central to valuecreation, but harnessing these three levels o pullwill ampliy the power o collaboration, produc-ing increasing returns that previously have beenbeyond the reach o most collaboration eorts.

Creation spaces dier in at least two ways romthe learning organization approaches pioneered

a couple o decades ago. First, they emerge asecosystems across institutions rather than within


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a single institution, so they reach a much morediverse set o participants. Second, they are not

primarily ocused on learningtheir goal is to drivemore rapid perormance improvement, and learn-ing occurs as a byproduct o these eorts.

The moral o the story? To get better aster atwhatever it is you do, youve got to be supportedby a broad array o complementary people andresources rom which you can pull what you need

to raise your rate o perormance improvement.Passion or ones working activities plays no smallrole in this dynamic. When people chase what theylove, they will inevitably seek out and immersethemselves in knowledge ows, drinking deeplyrom new creative wells even as they contributetheir own experiences and insights along the way.A powerul virtuous cycle begins playing out asmore and more people enter creation spaces in

their quest to learn aster. In the process o engag-ing and participating in knowledge ows, they be-

gin to generate new knowledge owseven richer environments, attracting t

o participants.

It is no accident that most o the earlycreation spacesin chapter our o odiscuss emergent creation spaces in osotware development, World o Waronline role playing game), and big waare initially attracting individuals rathe

institutions. Passionate individuals natout these creation spaces to get bettemost institutions are still deeply conceprotection o knowledge stocks and dthe growing importance o knowledgdriving perormance improvement.

As passionate individuals engage andthe perormance benefts o participa

help to drag institutions more broadlycreation spaces, becoming catalysts o


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institutional innovations required or eectiveparticipation.

Shorter-term economic cycles notwithstanding,the slow perormance erosion aecting the UScorporate sector is an established and long-termtrend, one that reects the diminished useulnesso a push-based philosophy and approach whosetime is near its end. Fortunately the outlines o a

new approach are already visible, on the edges andperipheries o our established business and envi-

ronments. This new approach holds the promise tobroadly reashion much o many o our managerialapproaches and practices, and even to remake thestructure o our business institutions as they ocusless on industrial age arrangements and more onones better suited or the digital age.


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The authors have given us a provocative andinsightul look at the power o today's knowledge

ow. I you want to meet the challenges o work-ing and living in the 21st century, this book shouldbe your guide.- Eric Schmidt, Board Chairmanand CEO of Google

The Power of Pull is a powerul new meme ornavigating and networking in the 21st century.Any one o its 36 key questions (in the Bring It

Home sections) could change your lie and theworld. - John Doerr, Kleiner Perkins

The Power of Pull is a roadmap o how to getrom where you are now to where you really wantto be. Read it and be inspired. (Youll probablywant to sur too.)- Marc Benio, CEO of Sales-force.com

In times o unprecedented change, we as indi-viduals and institutions can have extraordinary

leverage and inuence i we marshal tknowledge and resources necessary to

great things. The Power o Pull empowguides us to make the most o todayspossibilities."- John Naisbitt, author o

Stop whatever you are doing and reaamazing book. The authors totally naibeneath the surace o stu that d istrdaily basis, they unpack the deep orc

truly matter and provide a guidebook can use to unleash passion, transormwhy we work, and restore destiny andour lives. -Richard Florida, author ofthe Creative Class and The Great ReseThis brilliant and exciting book showpursue your passions by harnessing thnetworks. Success no longer comes r

ing knowledge; instead, you have to pwith others in creating a ow o know

Endorsements or The Power of Pull


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power o pullthe ability to draw out people andresources or each endeavorcan transorm both

individuals and institutions."- Walter Isaacson,President and CEO, the Aspen Institute, and author

ofEinstein: His Lie and Universe

Connecting many important threads throughbeautiul metaphors and wonderul narratives, theauthors provide both a mind expanding view ohow the world is changing and a solid ramework

and context to approach the uture or anyoneinterested in surviving and enjoying it.- Joichi Ito,CEO of Creative Commons and Internet ventureinvestor

We live in a global village, where borders areblurred, where all humanity could and shouldbe responsible or the well-being o others. ThePower of Pull proposes resh insights that coalesce

into a powerul way orward in this new world.

This erudite manual or change is a testament tothe creativity and insight o its authors. - Mark E.

Tucker, Former Group Chief Executive of Prudentialplc, Member of the Court of the Bank of England

This is a seminal work that explores the personaland proessional implications o a powerul con-vergence o technologies, ranging rom in memorydatabases or speed, massive parallel processingin the cloud, access via telephone or anything,

anytime, everywhere. We are just beginning tounderstand what this means or us. The authorshelp us to understand where and how pull willchange our lives and our work given the newdigital inrastructures re-shaping our landscape. Itoers us a roadmap that we neglect at our peril.- Hasso Plattner, Founder and Chairman of SAPSupervisory Board


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About the authors

Lang Davison isexecutive director othe Deloitte Center orthe Edge. He was alsothe collaborating writeror the best-sellingand critically acclaimedbooks Net Gain andNet Worth, both au-thored by John Hagel.

John Hagel III is theco-chairman o theDeloitte Center or theEdge. He is the authoro a series o best-selling business books,including Net Worth,Out of the Box and TheOnly Sustainable Edge.

John Seely Brownis the independentco-chairman o theDeloitte Center or theEdge. He is co-authoro the best-sellingbook The Social Life ofInformation.


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Volume Five: Three Levels o Pull

This volume is part o a larger body o work that is discussed in the book, The Power of Other topics in this series include:

Pursuing PassionShaping SerendipityPassion versus ObsessionTalent: The Dilbert ParadoxFrom Passion to Potential

For more inormation and to read about these other topics, please visit:

www.deloitte.com/poweropull

About DeloitteDeloitte reers to one or more o Deloitte Touche Tohmatsu, a Swiss Verein, and its network o member frms, each o which is a legally separate aindependent entity. Please see www.deloitte.com/about or a detailed description o the legal structure o Deloitte Touche Tohmatsu and its memfrms. Please see www.deloitte.com/us/aboutor a detailed description o the legal structure o Deloitte LLP and its subsidiaries.

Copyright 2010 Deloitte Development LLC. All rights reserved.Member o Deloitte Touche Tohmatsu

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Three Levels of Pull