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

FEBRUARY 10, 2015

The hope is that deeper reporting on human capital will motivate leaders to make more rigorous decisions about talent (including individual and organizational capability). Managers may soon be held much more accountable for demonstrating that they make rigorous decisions about human capital and organizational capability.

Human Capital 8

Human Capital CFO Banking Report 8

Harvard Business Review

FEBRUARY 7, 2014

million in 2013, up from 16 million two years before. I’m not going to carp too much because it’s in keeping with the Freelancers Union’s noble aim of taking the lemons dealt by the labor market over the past decade-plus and turning them into artisanal lemonade. Entrepreneurship Human resources Small/medium business'

MBO 9

MBO Survey Human Resources Long-term 9

Harvard Business Review

MAY 21, 2014

New products are, of course, the province of R&D teams or research partners. To that end, Diebold recruited a new CEO in 2013, Andy W. And for that, observed David Dorman, former AT&T CEO and now board chair at CVS Caremark Corporation, “we need a robust set of thinkers on the board who know the market place.”

Innovation 8

Innovation Committee Charan Technology 8

Harvard Business Review

NOVEMBER 3, 2014

He was asked to explain his strategies for expanding distribution and introducing new products to market. His utter frustration over the hiring process is pretty much par for the course these days. An author I know was approached by a publisher to write a book for which the publisher had decided there was a market.

Management 8

Management Proposal CEO Human Resources 8

Harvard Business Review

JULY 24, 2017

Major organizational changes, covering everything from recruiting and branding to regulatory approvals and marketing, happened in rapid succession, with a hard deadline of 12 months to get it all done for the IPO — and 18 months from the IPO until our full separation from GE. Of course, the journey isn’t over.

Management 11

Management IPO Diversity Long-term 11

Deming Institute

FEBRUARY 11, 2016

The most common reasons provided for why the business was not profitable were: starting a business venture which is not well prepared, bad management of the venture, or extremely strong influences of market distortions. In any case, this is an indicator of wasted resources, and wasted dreams.

Deming 28

Deming Library Entrepreneur Conference 28

Harvard Business Review

MARCH 15, 2017

This figure is likely to decline as genetic testing technology improves and more vendors get into the market. In some instances, such as this 2013 Penn State case , where employees protested against a wellness program that included an opt-out financial penalty, a simple fine is all that’s involved.

Insurance 9

Insurance Committee Power Cost 9