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

MAY 23, 2018

We investigated this topic when we studied how Nokia executives dealt with the company’s severe strategic challenges between 2007 and 2013. This bold strategic leap was, we found, in part facilitated by Nokia’s newly appointed board who actively attended to top managers’ emotions in 2012-2013.

Strategy 8

Strategy Analysis Operations CFO 8

Harvard Business Review

NOVEMBER 25, 2013

Just 36 percent of CMOs, for example, have quantitatively proven the short-term impact of marketing spend, according to the 2013 CMO Survey (and for demonstrating long-term impact, that figure drops to 32 percent). Moreover, the previous year’s survey showed that 63 percent of projects do not use analytics to inform marketing decisions.

CFO 8

CFO Short-term Long-term Benchmarking 8

Harvard Business Review

SEPTEMBER 11, 2015

Over the past six years, we have put in place a 30-person consulting team at EMC Information Infrastructure (EMC II) using a model we have found to be successful, winning projects away from external management consulting firms at a fraction of the cost, and with great “client” (that is to say, EMC) satisfaction. Win on merit.

Consultative 8

Consultative Team How To McKinsey 8