Harvard Business Review

MAY 26, 2014

The CEO thought he needed to step out of the chief sales role to focus on operations and finances. This is why it’s the role of midsized company CEOs – not their HR heads — to build the leadership pipeline, both internally and externally. It’s a different story. Consider the case of a $30 million manufacturer.

Leadership 8

Leadership Leadership Pipeline Loyalty CEO 8

Harvard Business Review

OCTOBER 4, 2012

Even the people running the Saudi operation were amazed to discover that 19% of the Saudi labour force is female (they thought that was high), while 62% of university graduates are. In a counter-intuitive way, I have found that denying difference is a very effective way of eliminating women from the leadership pipeline.

Leadership Pipeline 8

Leadership Pipeline Trends Diversity Policies 8

Harvard Business Review

OCTOBER 11, 2016

It then provides tailored content related to 10 of its core functional areas, including Research & Innovation, Sales & Business Development, and Operations. They don’t pay as much attention to processes like performance management reviews and career planning.

Globalization 8

Globalization Brand Survey Engineering 8

Harvard Business Review

DECEMBER 29, 2015

At Cisco, we designed an in-depth executive assessment to help us profile each of our topmost leaders: strengths, development needs, aspirations, strategic capabilities, blind spots, operational capabilities, how they develop their teams, how they fare in big-stage versus one-on-one communications, and so on.

360-Degree Feedback 8

360-Degree Feedback CEO Leadership Pipeline Execution 8

Harvard Business Review

JANUARY 22, 2015

” Senior leaders must determine the specific leadership skills and behaviors needed to successfully execute the company’s strategy. But your organization’s future success depends on identifying and developing the next generation of its leaders. For example, when a U.S.

Leadership Development 8

Leadership Development Development Leadership Leadership Pipeline 8

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 9

Charan Human Resources Leadership Pipeline Decentralization 9

Harvard Business Review

JANUARY 12, 2016

At workforce solutions firm Kelly Services, two operational leaders saw a need to increase the leadership pipeline and employee engagement through strengthening network connections. In addition, they wanted to improve business acumen and understanding of the business among all leaders.

Tacit Knowledge 8

Tacit Knowledge Quality Leadership Pipeline Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 15, 2016

In one case, two operational leaders at Kelly Services, a workforce solutions firm, created a Business Resource Group to promote leadership development and increase employee engagement. Create Energizing Events.

Energy 8

Energy Health Care Leadership Pipeline Quality 8

Harvard Business Review

FEBRUARY 3, 2015

Managers striving to make their way up the leadership pipeline tend to manage up, forgetting that their connection to the layers below is often what makes them invaluable to seniors whose sponsorship they hope to attract. This article is adapted from the Harvard Business Review Press book Act Like a Leader, Think Like a Leader.

How To 8

How To Diversity Letter Learning-by-Doing 8

Harvard Business Review

JUNE 22, 2012

Although Nestle's consumers and "shoppers," as they are referred to, were about 80% female, only 3% of managers in the company's leadership pipeline were women. In subsequent blogs I'll report on what the initiative has delivered in the major countries where Nestle has operations.

Leadership Pipeline 10

Leadership Pipeline CFO Committee Globalization 10

Harvard Business Review

DECEMBER 15, 2017

Some health care businesses use duplicate dyad management structures—one to oversee the clinical enterprise and another to oversee the business and operations that support the clinical enterprise. The dyad model can help break down silos, improve the way clinical and operations leaders work together, and coordinate care.

Training 13

Training Health Care Management 360-Degree Feedback 13