Leading Blog

APRIL 12, 2021

Rethinking Competitive Advantage: New Rules for the Digital Age by Ram Charan is one of those books. Charan has taken years of observation and distilled it into six practical rules to guide you into this digital age. In other words, it’s more about what a company does than what it has. Digitization defines the playing field.

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Charan Competitive Advantage Core Competence Learning-by-Doing 273

Eric Jacobson

JANUARY 30, 2022

In the new book, Talent: The Market Cap Multiplier , you’ll discover how seven companies from around the world reinvented the talent management process to become better functioning companies and talent engines that drive impressive growth. Question: Why is it so difficult for companies to recruit the right leadership team?

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Charan Succession Case Study How To 65

Tanveer Naseer

NOVEMBER 28, 2017

A chain is only as strong as its weakest link, and a company is only as strong as its lowest-performing employees. However, according to Eagle Hill’s survey, among companies with high turnover rates, 26% of high performers leave because of poor management. And it’s costing companies a pretty penny to replace workers.

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Charan Attrition Morale Survey 257

Harvard Business Review

JULY 30, 2014

I believe that Charan’s perspective reflects an increasing emphasis among business leaders on the organizational capabilities required to win. Charan’s latest column actually affirms the value of HR to sustained competitiveness. Charan noted a few of these folks in his column. More is now expected of HR professionals.

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Charan Human Resources Leadership Pipeline Decentralization 9

Harvard Business Review

MAY 21, 2014

They are, after all, the company’s steadfast guidance system, charged with keeping an even keel in rough waters. The value of a board’s active engagement in innovation can well be seen at Diebold, a $3 billion-company whose 16,000 employees make ATMs and a host of related products.

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Innovation Committee Charan Technology 8

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.

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CFO Charan Intangible Assets Human Resources 9

Harvard Business Review

JANUARY 5, 2018

For example, in 2009 professors Brian Becker, Mark Huselid, and Richard Beatty estimated that in most companies less than 15% of jobs are what they call strategic positions and said management should focus “disproportionate investments” on finding A players for those jobs. Connectors in the middle. Critical contractors.

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McKinsey Human Resources Reputation Brand 8