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Harvard Business Review Special IssuesHarvard Business Review Special Issues

Harvard Business Review Special Issues

Fall 2019

Harvard Business Review OnPoint makes it fast and easy to put HBR’s ideas to work. Handpicked by HBR’s editors to bring readers the most relevant ideas and insight on a single business topic, these collections include full-text articles, summaries of key points, and suggestions for further reading, plus content selected from hbr.org.

Country:
United States
Language:
English
Publisher:
Harvard Business School Publishing
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R269,15

IN THIS ISSUE

access_time2 min.
winning the war for talent

Your organization’s success has never been more dependent on people—those with the technical and leadership skills to carry you into the future. How will you compete? Companies are rushing to reinvent their talent management to become more responsive and flexible. In “HR Goes Agile,” Peter Cappelli and Anna Tavis describe where we’re seeing the biggest changes, such as performance appraisals, which many companies now conduct on a project basis rather than on an annual cycle. HR’s growing investment in data and analytics also means that at many companies these changes are being measured and honed in real time. But beware the limits of what your data can tell you, especially about diversity, Facebook’s Maxine Williams reminds us in “Numbers Take Us Only So Far.” In a hot talent market, recruiting the…

access_time2 min.
harvard business review

EDITOR IN CHIEF Adi Ignatius EDITOR, HBR Amy Bernstein EDITOR, HBR.ORG Maureen Hoch EDITORIAL DIRECTOR Sarah Cliffe DEPUTY EDITOR, HBR.ORG Walter Frick CREATIVE DIRECTOR John Korpics EDITORIAL DIRECTOR, HBR PRESS Melinda Merino EXECUTIVE EDITOR Ania G. Wieckowski EDITORIAL SENIOR EDITORS Laura Amico, Alison Beard, Scott Berinato, David Champion Paris, Eben Harrell, Jeff Kehoe, Scott LaPierre, Toby Lester, Daniel McGinn, Gardiner Morse, Curt Nickisch, Steven Prokesch, Vasundhara Sawhney MANAGING EDITOR, HBR PRESS Allison Peter SENIOR ASSOCIATE EDITORS Courtney Cashman, Susan Francis, Gretchen Gavett, Dave Lievens, Nicole Torres ASSOCIATE EDITORS Paige Cohen, Kevin Evers, Erica Truxler, Emma Waldman SENIOR ASSOCIATE/ARTICLES EDITOR Amy Meeker ARTICLES EDITORS Christina Bortz, Susan Donovan, Martha Lee Spaulding ASSISTANT EDITORS JM Olejarz, Rakshitha Ravishankar EDITORIAL COORDINATOR Alicyn Zall STAFFASSISTANT Christine C. Jack CONTRIBUTING EDITORS Karen Dillon, Amy Gallo, Jane Heifetz, John Landry, Andrew O’Connell, Anand P. Raman, Dana Rousmaniere CONTRIBUTING STAFF Kathryn K. Dahl, Sarabeth Fields, Alexandra…

access_time19 min.
hr goes agile

AGILE ISN’T JUST for tech anymore. It’s been working its way into other areas and functions, from product development to manufacturing to marketing—and now it’s transforming how organizations hire, develop, and manage their people. You could say HR is going “agile lite,” applying the general principles without adopting all the tools and protocols from the tech world. It’s a move away from a rules- and planning-based approach toward a simpler and faster model driven by feedback from participants. This new paradigm has really taken off in the area of performance management. (In a 2017 Deloitte survey, 79% of global executives rated agile performance management as a high organizational priority.) But other HR processes are starting to change too. In many companies that’s happening gradually, almost organically, as a spillover from IT, where…

access_time1 min.
why intuit’s transition to agile almost stalled out

The financial services division at Intuit began shifting to agile in 2009—but four years went by before that became standard operating procedure across the company. What took so long? Leaders started with a “waterfall” approach to change management, because that’s what they knew best. It didn’t work. Spotty support from middle management, part-time commitments to the team leading the transformation, scarce administrative resources, and an extended planning cycle all put a big drag on the rollout. Before agile could gain traction throughout the organization, the transition team needed to take an agile approach to becoming agile and managing the change. Looking back, Joumana Youssef, one of Intuit’s strategic-change leaders, identifies several critical discoveries that changed the course—and the speed—of the transformation: • Focus on early adopters. Don’t waste time trying to convert naysayers. •…

access_time5 min.
one bank’s agile team experiment

WHEN WEB AND mobile technologies disrupted the banking industry, consumers became more and more aware of what they could do for themselves. They quickly embraced what Ralph Hamers, CEO of the global banking group ING, calls “banking on the go.” By 2014 about 40% of all interactions with ING retail customers were coming in through mobile apps. (Now the figure is closer to 60%—and branch visits and calls to contact centers have dropped below 1%.)Even then mobile customers expected easy access to up-to-date information whenever and wherever they logged in. For instance, someone who started a loan transaction during the train ride home from work wanted to be able to continue it on a desktop that night. “Our customers were spending most of their online time on platforms like Facebook and…

access_time1 min.
tribes, squads, and chapters

Tribe A collection of squads focused on the same domain—for instance, private banking or mortgage services Tribe lead Establishes priorities, allocates budgets, and coordinates with other tribes to ensure knowledge sharing Chapter The members of a given discipline, such as UX or data analytics; they develop expertise and knowledge across squads Product owner Squad member (but not leader); coordinates squad activities and sets priorities Squad A self-steering, crossfunctional group of nine or fewer people charged with meeting a specific customer need; either disbands when that need has been addressed or turns to a new one Chapter lead Oversees coaching and performance management; responsible for tracking and sharing best practices Agile coach Works with individuals and squads on collaboration and iterative problem solving…

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