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

APRIL 13, 2015

After a morning innovation workshop at the bucolic R&D campus of a top-tier but tradition-rich technology giant, the lunchtime conversation with the Lab’s leadership turned strategic. “We’re really not budgeted for that,” the leadership team explained. Innovation Leadership Managing up' Take Boeing.

CFO 8

CFO Innovation CEO Airlines 8

Harvard Business Review

DECEMBER 10, 2013

An engineer with a diemaker father who worked in a Pontiac plant, Barra is a 33-year company veteran. In her current job as executive vice president of global product development, she is responsible for the lineup of the future and the components that will make cars greener, safer, more user-friendly. Auto industry Gender Leadership'

Engineering 11

Engineering CFO Industry Bureaucracy 11

Harvard Business Review

DECEMBER 28, 2016

And yet most business schools and leadership development programs still focus on those. ” The motive force behind institutional failure is leadership failure. These are different from the kind of product-safety scandals we grew accustomed to in the 20 th century. Top leaders are enabling the current failures in two ways.

Ethics 9

Ethics CFO Technology Learning-by-Doing 9

Harvard Business Review

SEPTEMBER 28, 2012

The world's biggest and fastest search engine can't help but generate terabytes and petabytes of actionable investment intelligence. In fact, Google chief economist Hal Varian (and other economists and forecasters) already use the search engine's data and analytics to predict economic futures.

Hedge 15

Hedge Core Competence CFO ROI 15

Harvard Business Review

DECEMBER 25, 2014

in January 1968 as a young 22-year old with $8 in his pocket and an undergraduate degree in mechanical engineering from IIT Bombay. Ironically, my story is a story of overcoming my own biases about diversity—and then using these hard-won insights to build one of the most diverse leadership teams and board of directors in the world.

Team 12

Team Diversity CFO TSR 12

Harvard Business Review

JULY 31, 2017

Retailers combine data on demographics and weather to predict sales and develop merchandising plans. Banks and lenders have predictive analytics engines that tell the lender the probability that a customer will pay them back. These intangible factors like culture, leadership, and motivation do not yield easily to empirical analysis.

Marketing 8

Marketing Root Cause Analysis Management Supply Chain 8

Harvard Business Review

FEBRUARY 26, 2016

For example, GE has created a digital platform in the energy sector that its own and third-party software developers can write applications to. He built a team to develop Predix, a cloud-based platform that underlies all of GE’s industrial businesses. Balancing the short-term and long-term is a dynamic leadership challenge.

Short-term 8

Short-term How To Venture Capitalist CFO 8

Harvard Business Review

SEPTEMBER 11, 2017

Don’t let your engineers hack together workarounds that will need to be maintained down the road; provide real engineering solutions to the types of problems new software has. Your customer feedback is coming in through a variety of channels: phone calls to founders, emails to engineers, even the occasional text message.

Metrics 13

Metrics Engineering Efficiency Learning-by-Doing 13

Terry Starbucker

DECEMBER 2, 2010

We’ve each taken on the topic of influence in leadership and are exchanging blog posts. We work really hard on developing smart solutions, only to see them fail because we don’t have enough juice in the organization. Leadership is as much about learning as it is about leading – and specifically learning other perspectives.

Influence 275

Influence Blog Politics Learning-by-Doing 275

Harvard Business Review

JUNE 25, 2015

Sure, there are exceptions who are both visionary CEOs and innovators — Steve Jobs and Jeff Bezos, for example — but there are very few companies that can stomach that sort of leadership. The Chief Entrepreneur is an executive as powerful as the CEO, with clear leadership over radical innovation within the company.

Entrepreneur 8

Entrepreneur CTO Business Model CEO 8

Harvard Business Review

MARCH 17, 2011

Chinese women in powerful business positions include Wei Sun Christianson , CEO of Morgan Stanley, China ; Mei Yan , Managing Director of MTV Networks, China; and Mary Ma , former CFO of Lenovo and managing director in global equity giant TPG, who recently started her own investment fund.

Survey 13

Survey Policies Globalization CFO 13

Harvard Business Review

AUGUST 1, 2017

Recommendation engines (or recommenders ) force organizations to fundamentally rethink how to get greater value from their data while creating greater value for their customers. ”We didn’t think a recommendation engine was necessary at the time,” said one of the company’s web developers.

Engineering 8

Engineering Company White Paper Cooper 8

Harvard Business Review

JULY 14, 2017

But platforms and networks can be developed in many different ways. Consider how Nest is networking its thermostats, smoke alarms, and cameras to create home security solutions, or how Caterpillar and GE are each networking their equipment and engines to save millions in maintenance costs. Insight Center. Crossing the Digital Divide.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

Harvard Business Review

MARCH 7, 2017

Susan Fowler, a former site reliability engineer at Uber, recently wrote about her “very, very strange year at Uber,” characterized by a pervasive culture of alleged sexual harassment. Ultimately, boards, CEOs, and investors get the quality of leadership — and HR — that they demand and permit. In one word: No.

Compliance 11

Compliance Hedge Human Capital Finance 11

Harvard Business Review

AUGUST 8, 2014

Retooling HR makes organization leaders smarter by applying their existing sophistication about finance, engineering, operations and marketing to HR and talent decisions. It does require that leaders reach across functional boundaries, but thats different than simply placing compensation and benefits under the CFO.

Charan 13

Charan Finance Human Resources Supply Chain 13