Coaching Tip

MARCH 26, 2018

People, not companies, generate value, so why isn't talent at the center of every company's strategy? Create an M&A strategy. Source: Ram Charan: Talent Wins: The New Playbook for Putting People First. . Energize the board. Design and redesign work. Reinvent HR. Scale up individual talent. Drive the talent playbook.

Charan 123

Charan Human Capital Competitive Advantage Agility 123

Great Leadership By Dan

SEPTEMBER 15, 2011

The Leadership Pipeline: How to Build the Leadership-Powered Company , Authors: Ram Charan, Stephen Drotter, James Noel; Publisher: Jossey-Bass, 2001. She provides clients of all sizes strategic direction and implementation of programs and strategies around projects, process, people and technology. Succession: Are You Ready?

Case Study 228

Case Study Training Development Leadership 228

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 8

Charan Human Resources Leadership Pipeline Decentralization 8

Harvard Business Review

MAY 21, 2014

But new strategies and structures are squarely in the board’s domain, and we have seen any number of governing boards innovating with, not just monitoring, management. Mattes, who had previously led major divisions at Hewlett-Packard, Siemens, and other technology-laden companies. The chair of the new three-person committee, Richard L.

Innovation 8

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.

CFO 8

CFO Charan Intangible Assets Human Resources 8

Harvard Business Review

OCTOBER 15, 2013

While the obvious decisions that CEOs need to get right involve strategy and competitive advantage, too many executives delegate away three critical decisions that they need to own: decisions about goals, resource allocation, and people. CEOs face countless decisions. It has a tremendous effect on which people are more critical than others.

P&L 8

P&L Fixed Assets Charan Delegation 8

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. Although long ignored, these middle management positions have become increasingly recognized as critical to executing a company’s strategy. Connectors in the middle. Essential Experts.

McKinsey 8

McKinsey Human Resources Reputation Brand 8