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Rethinking Competitive Advantage: New Rules for the Digital Age by Ram Charan is one of those books. Charan has taken years of observation and distilled it into six practical rules to guide you into this digital age. Charan distinguishes digital capability and digital platform. Most traditional companies don’t think big enough.
Written for all leaders across organizations, TALENT WINS by Ram Charan, Dominic Barton and Dennis Carey, provides a much-needed framework for transforming how companies acquire, manage and deploy talent for today's agile, digital analytical, technologically driven strategic environment. Related articles. Your To-Do-List Effectiveness?
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. References.
At the same time, leaders continue to struggle with one of their toughest jobs, developing and articulating their overall strategy and priorities, especially during times of change."
Good-to-great companies use technology as an accelerator of momentum, not a creator of it." It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the questions that will lead to the best possible insights." Engage in dialogue and debate."
The bottom line is that, despite how technological and automated organizations have become, at their core they remain a collection of human energies that are merely being applied in an organized environment," explains Shaner.
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.
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.
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.
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.
Today most if not all industries are impacted by digitization—mobile technology, big data, and the like. This article is adapted from the HBR interview with Ram Charan, You Can’t Be a Wimp, Make the Tough Calls found in the November 2013 issue of HBR. It has a tremendous effect on which people are more critical than others.
And, on the other hand, it includes being adaptive and agile, demonstrating an ability to connect with different kinds of people through many different communication platforms and technologies. New Managers Need a Philosophy About How They’ll Lead. New Managers Don’t Have to Have All the Answers.
USC’s John Boudreau, CEO adviser Ram Charan, and consultants at Bain & Company , McKinsey, and Korn Ferry have made similar arguments. These are jobs in R&D, technology, and other areas vital to a firm’s strategic direction, product development, and process efficiency. These overlooked roles are: Essential experts.
Based on work with dozens of health care organizations, we have adapted the leadership development model of Ram Charan et al to outline a leadership path for physicians. But to do this, organizations need a cadre of physician leaders who are interested in taking on management roles and have the necessary business skills to lead effectively.
Founded in 1928, Motorola diversified over the decades from car radios into a host of communication technologies, ranging from equipment aboard Apollo 11 to the best-selling RAZR mobile phones.
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