HR Digest

APRIL 9, 2024

Henry discusses EY’s response to evolving workplace dynamics, including flexible work models and investments in emerging technologies. EY has a consistently received a perfect score on the Human Rights Campaign Foundation’s Corporate Equality Index (CEI) since 2005, demonstrating a strong commitment to diversity, equity, and inclusion.

Diversity 52

Diversity Career Globalization Learning-by-Doing 52

Harvard Business Review

JANUARY 8, 2018

In much the same way, IBM’s Watson project , which is helping the venerable company overcome the disruption of its traditional business, began in 2005. Google has created its own moonshot factory , to pursue game-changing technologies that may take years to pay off. We need to set our sights higher. Why We Need to Think Bigger.

Agility 10

Agility Innovation Long-term Project 10

Harvard Business Review

JUNE 21, 2017

That means retailers must learn to compete head-on with Amazon in two fundamental capabilities: agile innovation and expense management. Back in 2005, Amazon Prime was conceived, developed, and launched in about two months. Agile innovation teams are small.

Retail 8

Retail Planning Agility Innovation 8

Harvard Business Review

SEPTEMBER 4, 2017

In the decade between 2005 and 2015, labor productivity in the US as measured by GDP per labor hour was less than 1% for 7 of the 10 years, according to the OECD. Similarly, many organizations are experimenting with using Agile sprints beyond the traditional areas of product development and innovation. And wages are stagnant.

Human Capital 13

Human Capital Kaizen Agility Energy 13

Michael Lee Stallard

JUNE 23, 2010

Navy One example of a leader who intentionally developed a Connection Culture using all three bridges is Admiral Vern Clark, the Chief of Naval Operations (CNO) from 2000 until his retirement in 2005. Over the course of 2009, I (Michael) met with and interviewed Admiral Clark and several of the Naval officers who reported to him.

Long-term 207

Long-term Consensus Class Follow-up 207

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. million from 2005 to 2015, a 67 percent jump. For instance, 40 percent of U.S.

Content 8

Content Katz Forrester Budgeting 8

Harvard Business Review

FEBRUARY 15, 2012

How do we reduce the performance drag of top-heavy management structures, replace "manager-management" with a more agile self- or peer-management, and create a vibrant social system in the process? It's a big-ticket shift that is already yielding big impact — from employee engagement to increased agility to real performance gains.

Bureaucracy 12

Bureaucracy Company Agility CIO 12