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.

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 12

CFO Charan Intangible Assets Human Resources 12

Harvard Business Review

MAY 21, 2014

The directors of Procter & Gamble, for instance, have established an Innovation and Technology committee; the board of specialty-chemical maker Clariant has done the same; and Pfizer has created a Science and Technology committee. Some boards have taken the principle further by forming their own innovation committee.

Innovation 8

Innovation Committee Charan Technology 8

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. Indeed, according to the Association for Talent Development, nearly 40% of corporate training in 2013 was delivered through technology, and that number is projected to grow.

Human Capital 14

Human Capital Charan Human Resources Cost 14