Harvard Business Review
JUNE 21, 2013
Our research found they are one of the regions struggling most to establish great talent management practices, among them hiring, assessing, rewarding, and firing talent. If, in addition, companies are managing their underperformers out poorly, the costs rise even further. chemicals, metals & mining, paper & forest products).
Harvard Business Review
FEBRUARY 22, 2017
pharmaceuticals, biotechnology & life sciences, health care equipment and services); Industrials (e.g., chemicals, metals & mining, paper & forest products). apparel, automobiles, retailing, media, hotels, restaurants & leisure); Consumer Staples (e.g.,
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Harvard Business Review
JUNE 3, 2013
What kind of signal did this choice send to P&G''s top managers? Is the problem that P&G produces outstanding specialists in marketing but not general managers who can run the business? Using data from the 2012 survey, we also found that boards gave their companies'' very poor grades on talent management. Succession planning'
Harvard Business Review
SEPTEMBER 21, 2018
In contrast, 70% of respondents think their boards have effective processes for staying current on the company; 69% for compliance; 66% for financial planning; and 55% for risk management — although we should note that managing risks is a crucial consideration when pursuing innovation.
Harvard Business Review
JULY 16, 2013
And 43% cited technology expertise, HR-talent management, international-global expertise, and succession planning as the skills missing most on their boards. The industry with the greatest skills gap was IT & telecommunications, whose boards are in serious need of international-global expertise and HR-talent management.
Harvard Business Review
SEPTEMBER 14, 2011
In 2008, Dr Reddy's acquired Chirotech, Dow Chemical's R&D unit, for $32 million, and in April 2011 relocated it to a new 33,000 sq. The Indian firms we studied promote diversity in their R&D management by hiring external talent to build and oversee their global innovation network. facility in Cambridge Science Park.
Harvard Business Review
MAY 28, 2013
Not innovation, risk management, technology, debt, or the regulatory environment. Corporate directors identified talent management as their single greatest strategic challenge. We know that organizations commit enormous resources and effort to talent management, so why aren''t they doing a better job? Not competitive threats.
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