Welcome to the first edition of The OE in 2015! This edition focuses on the opportunities and challenges in getting the very best from “The Clever Ones”, those high value clever people in organisational life. We imagine that very few would argue that they wouldn’t want clever people in their businesses and organisations, providing world class technical expertise, innovating, challenging the status quo, thinking or acting differently and offering us glimpses of the future.

However, with opportunity, comes challenge, and in this edition of The OE, we explore both, and provide insight, practical tools, and a vision of the future organisation.

Paolo Moscuzza in his article, clearly articulates how OE Cam’s robust ERCONIC™ assessment approach cuts through attempts by clever individuals to misrepresent themselves (knowingly or unknowingly), by combining a review of personal history, competency and character strengths assessment, psychometrics, benchmarking and judgement. And, he provides examples of successful developmental outcomes, using the same approach.

Stephanie Garforth introduces us to the challenges of clever people, including ensuring sure that their “ideas have sex” (do read on!) that they avoid freewheeling, and she describes how one organisation working together with OE Cam, has designed an experimental programme to enable the clever ones to flourish.

Gary Ashton and Chris Legge describe the importance of the Collective Wisdom of Teams, and offer advice about how to leverage this by establishing role clarity, process effectiveness and creating the right inter-team attitudes. Look out for the section on OE Cam’s five steps to building social intelligence.

Louise Earle tells us why knowledge-intensive organisations need to focus on selecting and developing the ‘mature leader’ who she describes as having a great technical mind, and can really engage and communicate well with others. She describes three types of maturity: social, emotional and spiritual.

Finally, Mark Goodridge introduces the idea of ‘the ambidextrous organisation’, creative and developmental on the one hand and rigorous and relentless on the other.

We hope you find this edition insightful and useful, and, as ever we welcome your feedback.

Martyn Sakol