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Why HR and the CEO should be joined at the Hip | In the CEO Afterlife

In the CEO Afterlife

Leadership. by John • September 6, 2011 • Human Resources , Leadership • 1 Comment. My regret is that I did not free up my other hip for Human Resources, a group of eager young managers at the rear of the functional pecking order. Human Resources. Leadership. About John.

CEO 162
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Why HR and the CEO Should Be Joined at the Hip

LDRLB

My regret is that I did not free up my other hip for Human Resources, a group of eager young managers at the rear of the functional pecking order. Now I must admit that my Nabob Foods and Jacobs Suchard alumni would be the first to tell you that marketing occupied that prime piece of bone real estate.

CEO 116
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Should the Strategic Plan Rest in Peace? | In the CEO Afterlife

In the CEO Afterlife

Leadership. by John • June 27, 2011 • Leadership , Strategy • 4 Comments. Involvement of Strategic Planning Consultants. Okay, I don’t want to tar every consultant with the same brush, but generally, consultants take a bunch of company time going through endless analysis. In the CEO Afterlife.

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The Nuts and Bolts of the 1-Page Strategic Plan | In the CEO Afterlife

In the CEO Afterlife

Leadership. by John • July 17, 2011 • Leadership , Strategy • 2 Comments. By its very nature, the 1-pager doesn’t give you much real estate to work with, even with a small font. Formerlife: CEO of Jacobs Suchard (Nabob, Kraft), Strategy/Branding Consultant. Human Resources. Leadership.

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The Big Picture of Business: Institutional Reviews Help Public Companies to Learn from the Downturn and Move Forward

Strategy Driven

None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company). These keep the branches, limbs and twigs (divisions, consultants and vendors) on a growth curve. You provide leadership for progress, rather than following along. You contribute much to the economy.

Review 57
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The Future of Talent is In Clusters

Harvard Business Review

A cluster is not the same as a consulting model. As such, a cluster can be considered a real asset of the business, just as high-performing staff members are today. This is not always true of consultancies. Similar approaches can and should be applied to consultancy models. Clusters Manage Themselves.