The strong correlation between HR capabilities and company performance doesn’t always translate into influence for HR leaders. To play a strategic role, leaders must be able to quantify workforce performance. This goes beyond “input” metrics, such as cost and head count, toward more sophisticated “output” indicators, such as productivity.
Many decentralized companies have practices that vary widely across sites. Correcting this—and implementing advanced techniques such as lean—requires a company-wide production system that establishes the right degree of standardization.
A new and more complex phase of globalization has begun. Rather than determine whether their companies should go global, CEOs must now figure out how they can do so in a way that works for the long term.
Corporate boards seem increasingly willing to appoint CEOs who are relatively unseasoned but forward-looking executives. The success of such fast-track promotions relies heavily on a rigorous CEO-readiness program.
A survey conducted by BCG and The Network shows that 64 percent of workers around the world would take a job abroad—and generally not for economic reasons. For HR executives, the emerging trends have huge implications.
Few technologies have created more value than software. If companies cannot attract and retain software expertise, they risk falling behind in technological capability and jeopardizing their ability to compete.