Atualmente, usa-se o termo talento para designar habilidades inatas das pessoas, ou capacidade natural para realizar determinadas atividades. Um outro significado do termo e a habilidade extraordinaria que algumas pessoas tem para realizar suas atividades diarias, ao ponto de merecerem honra especial. Estudiosos atuais afirmam que mesmo as habilidades consideradas inatas podem ser desenvolvidas caso haja motivacao e com a aplicacao de tecnicas apropriadas. Assim, qualquer pessoa esta, por exemplo, potencialmente apta a aprender musica, desde que tenha vontade e use as tecnicas apropriadas ao estudo de musica.mais detalhes em wikipedia The firm is among the largest of the Big 6 accounting firms, with one of the biggest management consulting practices in terms of revenues and personnel. Founded in 1913, the firm has offices in major cities around the world, with headquarters in a large US city in the midwest. The research focused on the management consulting practice (MCP) division of the firm, whose primary business is the design and building of computer-based information systems. The MCP's New York City office consisted of three branches in Manhattan, Connecticut, and one in New Jersey, employing a total of some 750 consultants. MCP's main consulting practice is to custom-build application software for its clients by sending in project teams who remain and work on the client site for months or even years to produce a computerised information system. Building software for clients is a highly complex, knowledge-intensive activity that is fraught with uncertainty. Over its history, MCP evolved two innovations to manage its internal knowledge and to cope with the task-related uncertainty -- a standardized system development methodology, and a suite of computer-aided software engineering (CASE) tools. Orlikowski explains how MCP's standardized methodology ('Modus') carne to be:When the MCP division first started developing information systems for clients some thirty years ago, the only written "knowledge" of systems development in the Firm was extracted post hoc from the documentation generated for each project. These so-called "client binders" served as the Firm's information expertise about the systems development production process during the initial years of the consulting practice. As the practice grew, some attempt was made to systematize this varied and highly idiosyncratic know ledge. During meetings partners would review the project documentation, trying to extract general procedures, and identify the common factors that made some projects successful, others mediocre, and still thers failures. Over time these generalized "rules of thumb" became more extensive and more sophisticated as the MCP division gained more experience. Eventually the informal guidelines about how to run a successful systems development project and what factors constitute good systems practice, evolved into the formal, standardized methodology that "Modus" is today. (Orlikowski 1988, p. 166-167)Thus, MCP's system development methodology grew out of the daily activities of consultants working on projects. By analyzing and reflecting on this practical know-how, MCP partners were able to generalize and formalize their experiences into a methodology which specified the sequence of tasks to be performed at each stage of the system development life cycle, and defined the standards for documentation, control, scheduling, and project estimation. The institutionalization of