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Search parameters: - People
July 2010Newsletter Balancing speed and sustainability to set the CEO agenda
Results Brief newsletter 7/1/2010
by James Allen and Julian Critchlow
The job of chief executive officer has expanded dramatically in recent years, both in scope and in complexity. Yet many men and women are able to assert control over the job rather than let themselves be dominated by it. Our conversations with CEOs point to six common dilemmas-and six strategies for success.
March 2010Article Gender parity: Not a corporate priority
Harvard Business Publishing: The Daily Stat 3/25/2010
by Bain Global Strategy practice
Just one in four businesspeople in a worldwide survey say their companies' leaders consider gender parity a priority issue. That might be one reason why the survey, conducted by Bain & Company in association with Harvard Business Review, also shows that women continue to disappear from all rungs of the corporate ladder.
Article Start filling your talent gap-now
Business Strategy Review 3/20/2010
by Alan Bird, Lori Flees and Paul DiPaola
Every CEO worries about having enough talent, but most are frustrated by the time and effort it takes to kick-start the talent machine. The most effective CEOs today not only recognize that it's important to find, develop and deploy the best people, they also take personal responsibility for making it happen.
Go to Business Strategy Review (subscription required)
Bain Brief Streamlining spans and layers
Bain & Company capability brief 3/16/2010
Most companies start out lean, but over time they find complexity creeps in-especially in spans and layers. Teams proliferate and layers accumulate. Soon, costs pile up and ideas and decisions stop flowing smoothly up and down and across the organization. Bain & Company has helped hundreds of clients tackle these issues to realize the success that comes from running a leaner, more nimble organization.
February 2010Article Why women don't make it up the ladder
Forbes.com 2/16/2010
by Orit Gadiesh and Julie Coffman
Bain & Company recently conducted a survey of more than 1,800 businesspeople worldwide, and nearly 80% of them--women and men--said they were convinced of the benefits of gender parity. And for good reason: Many businesses recognize that retaining more women as they ascend the corporate ladder will add diversity of experience and perspective, will save millions in recruiting and retraining costs, and also will help them understand women as buyers and influencers. There's only one problem: The mechanism for getting women into leadership positions is flawed.
January 2010Bain Brief The great disappearing act: Gender parity up the corporate ladder
WEF whitepaper 1/30/2010
by Julie Coffman, Orit Gadiesh and Wendy Miller
In recent years, while women gained ground on gender equality issues like discrimination and harassment, they continued to struggle on gender parity issues like career development and access to leadership positions. To understand the hurdles in the path to parity up the ladder, Bain & Company recently conducted a worldwide survey-in association with the Harvard Business Review-on "Gender Parity in the Workplace." The survey results show that while both men and women aspire to be senior leaders in their organization, fewer women realize their dreams than men. Our survey findings indicate that three major issues block the way to gender parity in many organizations.
Article Why workplace equality initiatives aren't helping women
HB Digital blog post 1/7/2010
by Orit Gadiesh and Julie Coffman
Companies say they treat men and women equally-but in reality, they don't. Our recent gender-parity survey of more than 1,800 business people worldwide, conducted in association with HBR.org, shows that in fact, employees are disappointed with the way their company handles the issue of gender parity-the attempt to treat men and women equally in the workforce.
June 2009Article Recession? Time to strengthen your company
The Edge 6/22/2009
by Simeon Preston and Marcia Blenko
Adopting a "decision lens" - by identifying the critical decisions and determining what needs to change so the organization can make and execute those decisions effectively - is the single most important step a company can take to improve the performance of its organization. It helps focus leaders where their efforts have the most impact, and positions the company to accelerate when the economy turns around.
May 2009Bain Brief Is your board working?
Bain Brief 5/7/2009
by Vivek Gambhir, Ashish Singh and Karan Singh
Strong boards can help companies avoid trouble by making the right decisions at the right time. Boards that play their role well help companies go from strength to strength, over long periods of time, despite disruptive forces like competition, technology or economic turbulence. Indian boards need to focus on strategy--and raise corporate governanace standards--to be effective.
March 2009Article Strengthen the organization
Harvard Business Digital 3/18/2009
by Marcia Blenko and Darrell Rigby
Adopting a "decision lens"-by identifying the critical decisions and determining what needs to change so the organization can make and execute those decisions effectively-is the single most important step a company can take to improve the performance of its organization. It helps focus leaders where their efforts have the most impact, and positions the company to accelerate when the economy turns around.
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