Great Leadership By Dan

SEPTEMBER 15, 2011

They are hard working individuals who have the potential to be leaders based on their knowledge, skills, and the behaviors and attitudes they display. They are eager to learn new skills and take on additional responsibilities and bigger challenges. Influencing skills. What skills and behaviors do they have?

Case Study 228

Case Study Training Development Leadership 228

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.

Charan 10

Charan Human Resources Leadership Pipeline Decentralization 10

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

OCTOBER 31, 2014

Human-capital issues are top-of-mind for CEOs around the world — but their regard for the HR function remains perilously low: In a PwC study , only 34% said that HR is well prepared to capitalize on transformational trends (compared with 56% for finance). Sadly, chief executives aren’t the only ones with this negative perception.

Human Capital 14

Human Capital Charan Human Resources Cost 14