We use cookies to make interactions with our websites and services easy and meaningful, to better understand how they are used and to tailor advertising. You can read more and make your cookie choices here. By continuing to use this site you are giving us your consent to do this.

Across Silicon Valley and beyond, developers and engineers are embracing a new method of building software known as “agile.”

Rather than locking themselves up in seclusion for months or years only to emerge with a product nobody wants — remember the Apple Newton — agile developers crowd-source opinions on product ideas when they’re small, malleable, and early, allowing them to be pruned and finessed before they go too far in the wrong direction.

It makes a lot of sense — and begs the question: Why can’t we apply the same approach to the way we develop talent? Why can’t we provide our people with ongoing feedback on their performance — instead of “batching it up” once or twice a year in a dreaded performance review — so they can improve in real time?

To learn how to apply agile thinking to talent development, read my post in Forbes.

This post is part of The Future of Work, a series exploring the changing nature of work through articles, interactive media, and social discussion.