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

JULY 17, 2014

When Raja Rajamannar became CMO of MasterCard Worldwide in 2013, he moved quickly to transform how the credit card giant measures marketing. At MarketShare, we’ve seen these partnerships play out in a change in who’s sitting at the table during discussions with major brands about advanced marketing analytics technology.

Finance 13

Finance Marketing P&L ROI 13

Harvard Business Review

AUGUST 23, 2012

Just ask Gene Morphis, ex-CFO of clothing retailer Francesca's. without any compliance process or technology in place.". The combination of the right policy and the right technology can render even the most delicate of communications compliant. The risks and penalties are real. You will likely see thousands of them.

Compliance 15

Compliance Media Compliance Officer Policies 15

Harvard Business Review

OCTOBER 15, 2013

As Keith Sherin, then GE’s CFO put it, “This is where the growth is. Today most if not all industries are impacted by digitization—mobile technology, big data, and the like. This article is adapted from the HBR interview with Ram Charan, You Can’t Be a Wimp, Make the Tough Calls found in the November 2013 issue of HBR.

P&L 8

P&L Fixed Assets Charan Delegation 8

Harvard Business Review

SEPTEMBER 11, 2015

the CEO’s or CFO’s), but rather serve the needs of our internal project sponsors (usually at the CXO, EVP, and SVP level). In a seminal 2013 HBR article, “Consulting on the Cusp of Disruption,” Clayton M. We call everybody within the company a “client.”

Consultative 8

Consultative Team How To McKinsey 8

Harvard Business Review

OCTOBER 18, 2013

Among the approved recommendations were opportunities to save nearly $4 million in HR administrative cost by deploying more self-service technology supported by a shared services organization, nearly $8 million from insourcing second physician reviews of inpatient charts, and up to $3.5

Cost 8

Cost Health Care Six Sigma Insourcing 8