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Building the next leadership pipeline with short-term executive programs in Top B-schools

HR Digest

The learners can see the differences (or not) they bring to their managerial and leadership styles. According to London Business School professors, Lynda Gratton and Andrew Scott, today’s technological and medicinal advances mean that 50 percent of children born today are likely to cross a hundred. .

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Most Influential HR Leaders Powerlist

HR Digest

Donna Morris, Executive Vice President and Chief People Officer at Walmart, discusses the world’s largest retailer’s priorities when selecting future leadership pipeline, and why companies who hire a diverse talent do better than others. she quickly emerged as one of the world’s leading figures in the technology industry.

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Beyond Boundaries: An Interview on Leadership and Innovation with Lisa Chang

HR Digest

In an in-depth conversation with The HR Digest, Lisa Chang, the Global Chief People Officer at The Coca-Cola Company, reflects on pivotal moments that shaped her career trajectory. She emphasizes the role of AI as an enhancer of human capability, dispelling the notion of technology replacing human skills. For me it is impact.

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Improving Leadership Bench Strength

N2Growth Blog

With exponential technologies, multi-Generations at the workplace, new off-industry competitors challenging incumbents, the Covid-19 New Reality…. The current leadership pipelines do not work. Other pipelines are too narrow, as most organizations identify less than 10% of their workforce as HIPOs.

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Six Paradoxes Women Leaders Face in 2013

Harvard Business Review

Some of the gap can be attributed to career choice: more women than men choose to go into teaching and social work, for example, which pay less relative to "male" professions such as finance and technology. But career choice does not fully explain The Pay Paradox. Yet, we are paid 23% less than men on average.

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The Dark Side of Resilience

Harvard Business Review

Yet there is no indication that people actually act on these attitudes, with job tenure remaining stable over the years despite ubiquitous access to career opportunities and the rise of passive recruitment introduced by the digital revolution. In short, when resilience is driven by self-enhancement, success comes at a high price: denial.

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Most Doctors Have Little or No Management Training, and That’s a Problem

Harvard Business Review

Rather, we suggest a different approach: carving out a career path for younger physicians with leadership potential and creating a well-designed development pipeline so doctors emerge able to effectively lead large organizations of medical providers. Building a Physician Leadership Pipeline.