Great Leadership By Dan

MAY 14, 2012

Charan, Drotter, and Noel wrote about six leadership passages in their classic book The Leadership Pipeline. It requires having a solid grasp of all aspects of the organization, including strategy, sales, marketing, human resources, manufacturing, research, legal, etc…. There’s a progression of passages, or at least there should be.

Drotter 261

Drotter Management Leadership Pipeline Leadership 261

QAspire

FEBRUARY 1, 2016

That’s just one of the five parts of the FOUND process and all of them are essential as a discipline to follow if an entrepreneur (or intrapreneur) wants to confirm they have a market that will pay for their solution. Tanmay Vora] What are the top three things that an entrepreneur should do before they start acting on their idea?

Entrepreneur 70

Entrepreneur Books Charan Follow-up 70

Harvard Business Review

JULY 30, 2014

Much of Charan’s recent work has tilted towards organization and people (books on strategy execution, leadership pipeline, talent and advice on intensity, change, leadership traits, performance management, governance). Charan’s latest column actually affirms the value of HR to sustained competitiveness. The bottom 20% won’t take help.

Charan 10

Charan Human Resources Leadership Pipeline Decentralization 10

Harvard Business Review

OCTOBER 31, 2014

A few months ago, Ram Charan proposed splitting HR into two parts: one to oversee leadership and organization, and one to handle administration. But talent acquisition and learning and development are altogether different — and they should never be done on the cheap. That was a useful conversation starter.

Human Capital 14

Human Capital Charan Human Resources Cost 14

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

JANUARY 5, 2018

USC’s John Boudreau, CEO adviser Ram Charan, and consultants at Bain & Company , McKinsey, and Korn Ferry have made similar arguments. But over and over again in our three decades of experience as talent development and retention specialists, we’ve seen that companies consistently overlook half of them.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

OCTOBER 15, 2013

It was the first time a vice chair would be based in an emerging market. It reflected the reality that a lot of GE’s growth will be coming from the developing world, and the leaders have to be there. As Keith Sherin, then GE’s CFO put it, “This is where the growth is. Don’t delegate them away.

P&L 8

P&L Fixed Assets Charan Delegation 8

Harvard Business Review

NOVEMBER 18, 2013

All have served at or near the pinnacle of company power, and they now bring that experience to judging who has the requisite skill-set to lead the world’s largest software maker in a fast-morphing market. Stay inside or consider an “outside-in” candidate. Boards Microsoft Succession planning'

CEO 8

CEO Committee P&L Charan 8

Harvard Business Review

AUGUST 8, 2014

Ram Charans recommendation is wrong. The Split HR column alludes to cross-pollination between HR and Finance, but tucking HR into the Finance function, as Charan suggests, is not the way. Lets be clear. While he may be wrong, he may also be as wise as Solomon.

Charan 13

Charan Finance Human Resources Supply Chain 13

Harvard Business Review

NOVEMBER 15, 2016

In today’s rapidly changing markets, with digital disruption looming over every business, this question has never been more important. Ram Charan spoke to HBR about this several years ago in the context of “making tough calls.” So what should companies look for when they hire a new CEO?

CEO 8

CEO Retail Class Charan 8

Harvard Business Review

JULY 20, 2016

Japan’s educational institutions and cultural work ethic give its managers a jump-start in their careers, but most companies don’t continue the development process as far as it could go. against the average scores for those metrics from all the executives in our worldwide database. But that potential had been squandered.

Drotter 8

Drotter Charan Leadership Pipeline Short-term 8

Harvard Business Review

AUGUST 15, 2013

In your survey, CEOs say the area they most want to develop is in conflict resolution. However, there are also times when the board says to the CEO: "It might be good to do some personal development on X." Is there a way to be transparent about a CEO being coached without causing shareholder and market panic?

CEO 13

CEO Survey Charan Welch 13

The Empowered Buisness

NOVEMBER 29, 2013

While there are many classic leadership books that are still relevant today – like Good to Great and 7 Habits of Highly Effective People – and a flooded market of other business books , I wanted to share …. Ram Charan is an advisor to senior executives with insight into why some companies are successful and others not.

Books 113

Books Leadership Open-book Learning-by-Doing 113

Harvard Business Review

DECEMBER 15, 2017

And they receive little on-the-job training to develop skills such as how to allocate short- and long-term resources, how to provide developmental feedback, or how to effectively handle conflict – leadership skills needed to run a vibrant business. These leaders learn to oversee and delegate work, and develop and coach others.

Training 14

Training Health Care Management 360-Degree Feedback 14