Harvard Business Review

JULY 31, 2014

Have you ever noticed how ambivalent line managers are about the Human Resources function? As Dave Ulrich pointed out almost 20 years ago in his classic book, “Human Resource Champions,” there are actually four roles played by HR people: administrative expert, employee advocate, strategic business partner, and change agent.

Human Capital 12

Human Capital Management Charan Human Resources 12

Harvard Business Review

FEBRUARY 15, 2012

Given the unrelenting pace of change surrounding organizations in virtually every industry, companies are looking for executives who know how to innovate and introduce change, not simply caretakers who can manage the status quo. Brad's comment illustrates an important truth about succeeding to the executive level.

Innovation 15

Innovation Merchandising How To Proposal 15

Harvard Business Review

NOVEMBER 15, 2017

Pioneers of new business models, such as Alibaba and Amazon, are launching innovations in rapid succession, such as voice ordering and real-time pricing, while simultaneously building scale and driving down costs. Danita Delimont/Getty Images. Few industries are being disrupted as drastically as the retail industry.

Retail 10

Retail Chief Executive Officer Supply Chain Operations 10

Harvard Business Review

JUNE 8, 2018

workforce — and companies will increasingly grapple with how to accelerate the development of those individuals for leadership positions. We share these examples here to illustrate how these forward-thinking companies are working now to address their future talent needs. How to make your company more nimble and responsive.

Development 12

Development Participative Conference Innovation 12

Strategy Driven

OCTOBER 21, 2011

Twelve cases are written as narratives with multiple teaching points, but without a focus on a particular business decision; the remaining twenty-three cases were written around specific conundrums related to strategy, operations, finance, marketing, leadership, culture, human resources, organizational design, business model, and growth.

Learning-by-Doing 62

Learning-by-Doing Price Bottom-up Finance 62

Women on Business

JANUARY 24, 2011

We need to decide how to best divide energies—whom to feed first. How do you best focus the time and resources you have? Utilizing strengths and the contacts I had made to write the book, I scaled my practice to service women in business—the companies that support them and the companies that they own.

Press Release 100

Press Release Discount Sharpe Advertising 100

Strategy Driven

DECEMBER 2, 2019

Business leaders striving to stand out from the competition need to reinvent their business model to marry digital and human experiences in the best way possible. 8, 2019), he shows readers how to attain meaningful, lasting relationships with customers. Learn more at thedijuliusgroup.com.

Company 72

Company P&L Bottom-up Advertising 72

Harvard Business Review

SEPTEMBER 27, 2011

How do you know you have the right person? Perhaps it's easier to start by discussing the pathologies of a dysfunctional Chief of Human Resources Officer (CHRO). The language of business is a foreign language. If those are realized, will it make a difference to the business?

Metrics 14

Metrics Human Resources Attrition CEO 14

Harvard Business Review

JUNE 8, 2018

The CEO’s principal aim therefore is not necessarily to judiciously allocate financial capital but to allocate precious scientific and human resources to the most promising projects and to pull back and redeploy those resources in a timely manner when the prospects of specific projects dim.

Report 8

Report GAAP Net Present Value CFO 8

Harvard Business Review

DECEMBER 11, 2018

In fact, only eight percent of companies’ CEOs believe that their business model will remain economically viable if their industry continues to digitize at its current course and speed. They’ve treated human resources and human resource management as a tier-one asset.

Content 8

Content Crisis Apparel Learning-by-Doing 8

Harvard Business Review

FEBRUARY 5, 2015

For any strategy to be successful and sustainable, an organization must develop an offering that attracts buyers; it must create a business model that enables the company to make money out of its offering; and it must motivate the people working for or with the company to execute the strategy. Excerpted from. Competition Book.

Blue Ocean Strategy 8

Blue Ocean Strategy Strategy Execution Supply Chain 8

Harvard Business Review

AUGUST 6, 2014

With the ad market under $70 million, many of our local competitors were rapidly experimenting with new types of revenue and business models and were far ahead of us. Only legal, finance, and human resources still reported back to headquarters. We also learned how to relinquish control and go wherever the market took us.

Chief Financial Officer 9

Chief Financial Officer Operations Learning-by-Doing IPO 9

Harvard Business Review

OCTOBER 24, 2014

One of the biggest obstacles is that traditional functional departments often can’t meet the needs of IoT business models and have to evolve. In IoT businesses, sales departments often struggle to determine how to best take a combined product and service to market. Human resources.

Productivity 8

Productivity Products Company Engineering 8

Harvard Business Review

NOVEMBER 20, 2015

When your company is in trouble — a new competitor or technology threatens your business model, your cost structure changes, the economy tanks — you have one job as a leader: to get the company back on track. How to Be a Company That Employees Love. But no company today can rest on its laurels. Insight Center.

Crisis 8

Crisis Banking CEO Business Model 8

Harvard Business Review

OCTOBER 2, 2018

Customer support specialists are encouraged to research the people they’re helping and create mini personas for them to better understand how the customers are using Slack. At Hootsuite, the social media management platform, marketing and human resources executives collaborate to do this.

Short-term 12

Short-term Learning-by-Doing Participative Human Resources 12