Stewardship entails a profound understanding and acceptance of the organization’s interdependence with the societal and ecological contexts in which it operates and becoming a force for building a viable future. Susan Albers Mohrman, James O’Toole, Edward E. Lawler, III show why the forward-looking practices of these corporations are important first steps, but insufficient departures from business as usual to keep pace with the growing problems facing the world.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
The Future of HR, 7/21/15
John Boudreau (CEO), Ian Ziskin (CEO), and Ravin Jesuthasan (Towers Watson) shared their latest research, examples from companies, and next steps on the Future of HR. They reviewed cases and examples of what companies and CHRO’s are doing today to meet the changing demands of business.
From Performance Management to Forward Focus – How DIRECTV Revolutionized the Process, Experience, and Culture of Feedback
This paper by Jennifer Jaffe, Maren Dollwet, Traci Conner, Katelynn Duffel, and Matthew Lucy (DIRECTV, LLC.) provides a unique case study on how DIRECTV has taken a holistic perspective on performance management and demonstrated data-driven and innovative ways to drive employee engagement through performance management.
Making Talent Analytics and Reporting Into a Decision Science
John W. Boudreau (CEO) and Edward E. Lawler III (CEO) explain how talent analytics and reporting must shift from a focus on cost-efficiency and process effectiveness, while familiar and important, to a balanced combination that also extends to strategic measures that enhance talent and business decisions.
The ROI monster under the bed: Alec Levenson’s latest post on LinkedIn
Return on investment (ROI) is perhaps the most universally applied tool ever created in the history of finance. It is a standard measurement used to evaluate the financial return from an investment or project.
Bright, Shiny Objects and the Future of HR: John Boudreau’s latest post on HBR.com
Informal networks matter much more than hierarchies. Whatever the source, you find yourself doing what so many HR leaders have done before. You grab that bright, shiny object and take it home, in the form of pages of excitedly scrawled notes and an intense resolve to get your team working on it.
Rethinking Corporate Purpose: Ed Lawler’s latest Forbes blog post
In the past, all too often talent has been thought of and treated as a maintenance item, not a critical determinant of performance. It has been looked at as a “don’t mess it up” factor rather than a source of competitive advantage, and as a result, has not been a major focus in many corporations or one where organizations have done new and exciting things in order to gain a competitive advantage.
Global Trends in Human Resource Management: A Twenty-Year Analysis
Global Trends in Human Resource Management, the seventh report from CEO, provides the newest findings about what makes HR successful and how it can add value to organizations today. Edward E. Lawler III and John W. Boudreau conclude that HR is most powerful when it plays a strategic role, makes use of information technology, has tangible metrics and analytics, and integrates talent and business strategies.
Measuring the Impact and Effectiveness of Org Design Changes
Alec Levenson recently completed an action research project with a global company on measuring the impact and effectiveness of an operating model change.
Developing Organizational Design at General Mills (video)
Organization design is a critical organizational capability in today’s world of rapid change, global competition, and frequent market and product realignments.
The sustainable effectiveness model: Moving corporations beyond the philanthropy paradigm
In this article, Ed Lawler and Jay Conger share how there is increasing agreement that we are at a moment in history when business as usual is inadequate.
Agility’s Dirty Little Secret
Christopher G. Worley (CEO), Thomas Williams (PwC Strategy), and Edward E. Lawler III (CEO)
The Agility Pyramid describes how the four agility routines and management processes work together to keep an organization’s capabilities effective and refreshed.