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

MAY 3, 2017

” Yet business leaders who took the CHRO role, including Quinn, report it is the most impactful role in their career, and many would not accept an organizational leadership position that didn’t come with the CHRO role. It was vehicle for changing the growth trajectory of the company.”

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

Harvard Business Review

OCTOBER 11, 2018

a cataract operation can cost $200 or less, compared with $3,500 in the U.S. Under the leadership of Anthony Tersigni, Ascension’s president and CEO, the organization has sought to become much more efficient at delivering health care. The savings to Ascension in supplies alone totaled about $1 billion, or 5% of total revenues.

Health Care 8

Health Care Insurance Cost Price 8

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

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

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. After all, we call the department human resources.

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 11

Compliance Hedge Human Capital Finance 11