HR Digest
JULY 14, 2021
A finance expert who wants now to expand into marketing or customer dealings can choose from a myriad of short courses that deal in the same fields. . As people advance in their industry, they may need to develop leadership, finance, or accounting skills, which they can acquire through these EMBAs or short business courses.
HR Digest
APRIL 9, 2024
We also offer expanded coverage and support for mental health and provide employees with proactive financial wellbeing tools to improve management and finances and reduce financial stressors, including budgets, property and family planning.
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N2Growth Blog
NOVEMBER 26, 2018
A multidimensional approach to leadership development means encouraging leaders to make the intentional decision to step out of their comfort zones of competence. Some may be engineers, marketers, finance directors, or salespersons. That’s real development. Real Results. Our client is a large business software company.
Great Leadership By Dan
SEPTEMBER 15, 2011
The following functional areas exist within XYZ Widget: Finance, HR/Admin, Sales, Customer Service, Planning & Procurement, Materials Management, Manufacturing, and Quality Control. The Leadership Pipeline: How to Build the Leadership-Powered Company , Authors: Ram Charan, Stephen Drotter, James Noel; Publisher: Jossey-Bass, 2001.
Harvard Business Review
AUGUST 31, 2018
Developing a diverse leadership pipeline can benefit companies in all sectors. They were employed in midlevel to upper-midlevel management positions in strategy, finance, marketing, legal, operations, and technology functions. But companies also have a key part to play in fostering diversity in their leadership pipeline.
Harvard Business Review
MAY 26, 2014
The CEO thought he needed to step out of the chief sales role to focus on operations and finances. This is why it’s the role of midsized company CEOs – not their HR heads — to build the leadership pipeline, both internally and externally. Consider the case of a $30 million manufacturer.
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). This is both unfair and simplistic. It ignores what I call the 20-60-20 rule.
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