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Harvard Business Review. At the top of the cover is GE CEO Jeff Immelt’s article on leading transformation – by all accounts a daunting and messy business, often with mixed results. The feature article below it is about the “overcommitted organization.” It overwhelms the page. 

When business models change, as they do in many industries, a lot must happen to reinvent the business. Without a clear, compelling and consistent strategic focus, leaders can overload the organization with unnecessary projects and burn out its “precious resources”— the key talent in the organization.

by Richard Lynch
by Jeff Scott

Making the Business Case for Platform Change, I highlighted the importance of assessing the implicit cost of not delivering on future-state Capabilities. This analysis should consist of comparing how well both the current and to-be platforms deliver on the entire HR Capability value chain.

by Mikyas Aklu