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

DECEMBER 17, 2015

A new study by The Bridgespan Group, based on a survey of more than 400 nonprofit C-suite executives and dozens of interviews, surfaced this surprising finding and discussed how to address this leadership development deficit. For example, Cesar Bocanegra started as VP for operations, then asked to take on human resources as well.

Development 8

Development Mentor COO CFO 8

Harvard Business Review

JUNE 8, 2018

Digital companies, however, consider scientists’ and software workers’ and product development teams’ time to be the company’s most valuable resource. CFOs of these companies themselves admit that they cannot justify their market capitalizations based on traditional metrics.

Report 8

Report GAAP Net Present Value CFO 8

Harvard Business Review

MAY 3, 2017

Earlier in her career, she left a position as SVP of business development and emerging businesses to join Boston Scientific in a senior line job. Zabeen Hirji, CHRO at the Royal Bank of Canada (RBC), grew up in retail banking and operations management roles before moving into HR.

Quinn 13

Quinn Execution CFO Forrester 13

Harvard Business Review

OCTOBER 18, 2018

Lance Best, the CEO of Barker Sports Apparel, was meeting with Nina Kelk, the company’s general counsel, who also oversaw human resources. Lance was struck by what he saw in CFO Damon Ewen’s file. His CFO and his sales chief had been at loggerheads for a while. “You’re surprised?”

Case Study 13

Case Study Team CFO Merchandising 13

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

Harvard Business Review

JULY 14, 2017

But platforms and networks can be developed in many different ways. In a traditional business, there is little connectivity or co-creation, so the enterprise value is equal to the “mass” of the company — its human resources, financial assets, intellectual property, and physical goods. Human capital.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

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 14

Charan Finance Human Resources Supply Chain 14

Harvard Business Review

MARCH 7, 2017

Employees and other constituents should expect HR to hold leaders accountable for fiduciary and strategic risks, just as a CFO would be expected to hold leaders accountable for a risky pattern of using corporate funds or resources. Are these acceptable growing pains? In one word: No.

Compliance 12

Compliance Hedge Human Capital Finance 12