Harvard Business Review

JULY 15, 2015

Soon after receiving their assessments, each cohort attended a two-day retreat, with the first one in August 2014 near our Michigan headquarters. They had no career consequences — no one outside of HR, not even managers’ bosses, saw them. Our senior executives kicked off the retreat by talking about the key behaviors in detail.

Resistance 8

Resistance Long-term Short-term Self-aware 8

Harvard Business Review

APRIL 27, 2016

Their number one answer: employee resistance. Silver Star, the second-largest soccer ball production firm in town, with over 2,000 employees, learned about the die almost immediately, and by March 2014 was using it for all of its pentagon cutting. We asked owners why not. What is unusual about this company?

Policies 8

Policies Technology Bottom-up Cost 8

Harvard Business Review

MAY 21, 2014

All that is true, or least should be so, but companies are also forever having to reinvent themselves — IBM, Nucor, and Wipro bear only the faintest resemblance to their founding forms — and boards ought to be at the forefront of those transformations, not rearguard or resistant. More blog posts by Michael Useem , Dennis Carey and Ram Charan.

Innovation 8

Innovation Committee Charan Technology 8

Harvard Business Review

MARCH 14, 2017

When one of us (Vivek) and his team launched Roivant Sciences in 2014 and began developing treatments for Alzheimer’s disease — they were determined to learn from the pharma industry’s innovation issues and build a more sustainable innovation engine.

Innovation 9

Innovation Company Incentives Industry 9

Harvard Business Review

SEPTEMBER 10, 2015

business units and functional groups like marketing or human resources set out “challenges” that they’d like employees to work on. In 2014, more than 5000 submissions came in. At the storage and software company EMC Corp.,

Venture Capitalist 8

Venture Capitalist Company Due Diligence Chief Information Officer 8

Harvard Business Review

JANUARY 29, 2015

” Jennifer Waldo , Head of Global Human Resources, GE Software Center, was at the epicenter of GE’s recruiting challenge. ” To hit the aggressive growth targets (750 by the end of 2013 and 1000 by November 2014) Waldo had to rewrite some GE rules. We grew faster than we thought we would.

Software 8

Software Six Sigma Insourcing P&L 8

Harvard Business Review

DECEMBER 9, 2015

The expansion, which took three years and affected several hundred beds, required a full-time manager with assistance from the education department and human resources. These changes led PAMF to be rated by Consumer Reports in 2014 as one of the best medical groups in the very competitive San Francisco Bay area.

Health Care 8

Health Care Benchmarking Process Operations 8