Harvard Business Review

JULY 30, 2014

Much of Charan’s recent work has tilted towards organization and people (books on strategy execution, leadership pipeline, talent and advice on intensity, change, leadership traits, performance management, governance). Charan’s latest column actually affirms the value of HR to sustained competitiveness.

Charan 9

Charan Human Resources Leadership Pipeline Decentralization 9

Harvard Business Review

OCTOBER 31, 2014

Sadly, chief executives aren’t the only ones with this negative perception. Though many HR managers would take exception to those findings, they do, overwhelmingly, want more of a strategic voice than they have now. Hiring Human resources Talent management' That was a useful conversation starter.

Human Capital 12

Human Capital Charan Human Resources Cost 12

Harvard Business Review

JULY 29, 2014

In the July/August issue of HBR , Ram Charan argues that the Chief Human Resources Officer (CHRO) role should be eliminated, with HR responsibilities funneled in two separate directions — administration , led by traditional HR-types, reporting to the CFO; and talent strategy , led by high-potential line managers, reporting to the corner office.

CFO 10

CFO Charan Intangible Assets Human Resources 10

Harvard Business Review

JANUARY 5, 2018

For example, in 2009 professors Brian Becker, Mark Huselid, and Richard Beatty estimated that in most companies less than 15% of jobs are what they call strategic positions and said management should focus “disproportionate investments” on finding A players for those jobs. Connectors in the middle. Essential Experts.

McKinsey 8

McKinsey Human Resources Reputation Brand 8