Strategic HR Publications

2017

  1. What's Next for 21st-Century HR? Royal Bank of Scotland: Consolidating HR Activities across the Global Organization

    December 2017 | Case Studies

    In the years following the global financial crisis, HR has played a key role in RBS’s recovery process by building its capability in using human capital insight to support “evidence-based management.” 

  2. What's Next for 21st-Century HR? Daiichi Sankyo: Transforming US R&D HR to Deliver Strategic Value to the Global Business

    December 2017 | Case Studies

    Developing a new talent strategy helped break down silo-based thinking within the global HR community at Daiichi Sankyo and also proved the value of pooling differing expertise in talent management.

  3. What's Next for 21st-Century HR? Deere & Company: Using Data to Accelerate HR Transformation

    December 2017 | Case Studies

    Thanks to analytics, John Deere realized it had more managers than it needed, negatively affecting employee engagement. These findings guided challenging yet constructive conversations that helped strengthen the company’s organizational design. 

  4. What's Next for 21st-Century HR? Continuous Strategic Transformation

    December 2017 | Key Business Issues

    Rather than focusing on installing new systems and processes, HR practitioners should be building strategic capabilities to meet evolving business needs. What really matters is HR’s ability to look ahead and continuously transform and innovate.

  5. 18 Truths about Succession Planning: Insights from the 13th Annual Succession Management Conference

    December 2017 | Conference KeyNotes

    As the business landscape continues to evolve, old assumptions about talent and what is needed for future success are no longer relevant.

  6. What's Next for 21st-Century HR? Diagnostic Tool

    December 2017 | Key Business Issues

    This tool serves as a practical way to help HR practitioners assess where they are in their transformational efforts, how far they need to go, and what steps need to be taken to move to the next level of impact.

  7. 22 Truths about Organization Design: Insights from the 2017 Organization Design Conference

    December 2017 | Conference KeyNotes

    Nothing lasts for long in today’s volatile business climate—not even your latest organization design. Designs should enable agility and digital adaptability, embracing new ways of thinking while retaining core values.

  8. Driving Digital Transformation: Why Culture and Structure Matter/CEO Summary

    October 2017 | Key Business Issues

    Digital transformation means culture change. Read how L’Oréal, Travelex, Haier, GE, and other early adopters of digital transformation have cultivated risk-taking, experimentation, and openness to outsiders to stay ahead of new technologies and business models.

  9. CEO and Executive Compensation Practices: 2017 Edition

    August 2017 | Key Business Issues

    Total CEO compensation in the Russell 3000 increased for the seventh consecutive year. The 2016 median total of $3,843,380 was 5.9 percent higher than in 2015 and 54.8 percent higher than in 2010. 

  10. Softening Internal Structure: Case Studies from L’Oréal, Travelex, and Haier

    August 2017 | Case Studies

    Case studies highlight how L’Oréal, Travelex, and Haier have changed their internal structures to drive digital transformation.