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 11

CFO Charan Intangible Assets Human Resources 11

Harvard Business Review

MARCH 14, 2016

Recent research from the McKinsey Global Institute explores this new era of digital globalization. For businesses, these open platforms create efficient global markets with a huge base of potential customers and built-in ways to reach them. It’s gone digital. trillion in 2014 alone.

Globalization 8

Globalization Supply Chain GDP Operations 8

Harvard Business Review

JANUARY 17, 2014

By 2018, the United States alone could face a shortage of as many as 190,000 people with deep analytical skills according to a study by the McKinsey Global Institute. This talent isn’t cheap: a top data scientist can command a $300,000 salary in the current market. The Talent Gap in Big Data.

Information Technology 8

Information Technology Technology McKinsey Globalization 8

Harvard Business Review

DECEMBER 11, 2018

Well, Angelia, according to a recent study by McKinsey, over $1.3 They’ve treated human resources and human resource management as a tier-one asset. And then you think about how new entrants come into the market. What do you mean by that term? What’s behind it? Alex Shootman, Workfront.

Content 8

Content Crisis Apparel Learning-by-Doing 8

Harvard Business Review

DECEMBER 10, 2013

Think about it in more practical terms: Should you only embrace candidates from outstanding firms like McKinsey or Goldman Sachs, as many companies do? Hiring Human resources Managing people' Of course not. Sometimes it’s the only alternative, or the best one. Yet when Boris, along with HBS’s Andrew N.

How To 8

How To Banking Human Resources COO 8

Harvard Business Review

NOVEMBER 30, 2010

A few weeks ago, Silicon Valley was abuzz with reports that Google had granted across-the-board raises of 10 percent to all 23,000 or so of its employees — a bracing reminder of just how much money Google makes, and of its willingness to share the spoils of success with its people. But companies work by different rules.

Tacit Knowledge 15

Tacit Knowledge Long-term McKinsey Venture Funding 15

Harvard Business Review

JANUARY 27, 2017

At some of the world’s most successful enterprises — Google, Netflix, Amazon, Alibaba, Facebook — autonomous algorithms, not talented managers, increasingly get the last word. The implications of success scare them more than the risk of failure. These distinct approaches enjoy demonstrable real-world success.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 8

Ask Atma

JANUARY 2, 2011

And the Fundaments of managing by objectives : Cascading of organizational goals and objectives, (For example, a top level goal of increasing sales by 20% over a defined period may require a bottom level goal of increasing marketing effectiveness or marketing coverage in order to reach the sales set.). Human Resource Management.

Management 40

Management CRM Objective Human Resources 40

Harvard Business Review

AUGUST 21, 2017

Nearly half, or 46% of the human resource leaders surveyed, reported that employee burnout accounts for 20-50% of their companies’ annual employee turnover. Communicate that the organization’s success is based on a marathon, not a sprint. Remind people that we are all human and have physical limitations.

Team 12

Team Conference Restructuring McKinsey 12

In the CEO Afterlife

JUNE 10, 2015

As a critical success factor, strategy turned into a lucrative industry for a host of consulting firms such as McKinsey & Company , and the Boston Consulting Group. In the new economy, culture is the poster child of corporate success. The truth is that one success factor needs other success factors to be effective.

Strategy 100

Strategy Critical Success Factor McKinsey Retail 100