Center for Creative Leadership

JUNE 2, 2020

They carry titles such as vice president or senior director and have responsibilities for one or more functions — such as sales, marketing, finance, operations, engineering, technology, legal, and human resources. They run business units and geographic regions. Functional leaders cannot ignore the lower ranked leadership competencies.

Self-aware 83

Self-aware Leadership COO Influence 83

HR Digest

NOVEMBER 28, 2023

We are slowly witnessing the resurgence of Human Resource Management, with companies actively investigating how HR teams can contribute to business growth. Even if big gestures are beyond a company’s budget, verbal and social recognition can work wonders.

Succession 105

Succession Metrics Strategy Trends 105

HR Digest

NOVEMBER 20, 2020

If you don’t solve the skills riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence.” Coding, budgeting, and marketing operations are examples. How do you prepare for what you don’t know because it is changing so fast? Marti Konstant . Hard skills require frequent updates.

Skills 145

Skills Emotional Intelligence CFO Power 145

Chart Your Course

DECEMBER 28, 2017

In fact, according to the global staffing agency Ranstad, “many workers are seeking project or consultant-based work, with as much as 61 percent of the workforce choosing agile* careers by 2019” Greater use of Big Data in HR. Agile career: a series of jobs, working in temporary, contract, consultant, or freelance capacities.

Trends 100

Trends Forrester Agility Emotional Intelligence 100

HR Digest

APRIL 9, 2024

In an exclusive interview with HR Digest, Trent Henry, EY’s Chief Human Resources Officer (CHRO), shares key strategies driving EY’s commitment to diversity, innovation, employee well-being, and leadership development. It’s as much about mindset as it is about skillset – with a focus on honing curiosity, flexibility and agility.

Diversity 52

Diversity Career Globalization Learning-by-Doing 52

Harvard Business Review

DECEMBER 10, 2015

In our new book Agile Talent , Norm Smallwood and I focus directly on this latter question: What must organizations do to be attractive to top creatives or other external experts? Our data suggests an even higher percentage in the future — over 50% of global companies surveyed plan to increase their use of agile talent.

Agility 8

Agility Survey Organization Budgeting 8

Harvard Business Review

SEPTEMBER 11, 2017

In today’s rapidly changing business environment, companies that rely solely on full-time employees are finding they have neither the skills nor the agility to sustain success. Companies therefore need to adapt their various processes—strategy, budgeting, talent—to this reality. For instance, 40 percent of U.S.

Content 9

Content Katz Forrester Budgeting 9