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

JULY 10, 2013

I looked around the room at the silent senior leadership of Alentix, all of whom had privately complained to me about Jean''s performance in recent weeks. They knew as much as anyone about leadership. The answer is deceptively simple: There is a massive difference between what we know about leadership and what we do as leaders.

Leadership 10

Leadership Committee CFO Learning-by-Doing 10

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. We shouldn’t execute programs that don’t serve the business.

Quinn 12

Quinn Execution CFO Forrester 12

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

DECEMBER 17, 2015

This comes at a significant financial and productivity cost to all organizations, as demonstrated by research in corporate settings : Onboarding an external hire can cost up to twice the departing executive’s salary, and the time it takes for an external hire to become productive is twice as long as for someone hired from within.

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

They grow faster, make more money, and are more valued than companies organized around products and services. A production process turns inputs into outputs and distributes them through a tightly controlled supply chain. Value is in the products and services themselves. Human capital. Intellectual capital.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

Women on Business

JANUARY 25, 2011

.&# Many studies find that 70% or better surveyed said their meetings are very often time-wasters and could be more productive. I have learned over the years to make meetings meaningful and productive, but it has become a developed skill over time. You first have to determine the purpose of the meeting. To be completed by March 31st.’

Press Release 140

Press Release Discount PR Magazine 140

Harvard Business Review

AUGUST 8, 2014

It does require that leaders reach across functional boundaries, but thats different than simply placing compensation and benefits under the CFO. Human resources Leadership Talent management' Yet this evidence is apparently not well-known.

Charan 13

Charan Finance Human Resources Supply Chain 13

Harvard Business Review

APRIL 20, 2016

For all of this to work, employees must trust the program and the employer’s motives, which requires visible CEO leadership. ” Another study by Willis, Towers, Perrin supports this finding that more employers enjoy major financial returns and competitive advantages through higher employee engagement, productivity workplace morale.

ROI 8

ROI Health Care Company Competitive Advantage 8