Susan Cantrell

Enterprise systems and ongoing process change

Enterprise systems packages have long been associated with process change. However, it was assumed that most organizations would simultaneously design and implement process change while implementing the systems. A survey of 163 organizations and detailed interviews with 28 more suggests that enterprise systems were still being implemented even among early adopters of the technology, and that process change was being undertaken on an ongoing basis. After the prerequisites of time, critical mass of functionality, and significant expenditures were taken care of, the factors most associated with achieving value from enterprise systems were integration, process optimization, and use of enterprise‐systems data in decision making.

Five business‐model myths that hold companies back

Most executives are well aware of the acceleration in the pace of business, and they want to know what to do about it. The authors talked with executives in 40 companies about how they are dealing with this issue and identified five business‐model myths that are holding these firms back. Companies that have dispelled these misconceptions are not only achieving record profitability they are hitting new highs in the tough business environments that have driven their competitors under. This article describes the five myths and outlines how businesses can become more fluid and ready to respond quickly to change.

The five essential practices of a talent multiplier

Purpose – The authors set out to determine which human capital processes and practices were most strongly related to company financial performance.Design/methodology/approach – The authors surveyed more than 3,500 employees and more than 150 HR executives in 26 organizations, all of which had implemented a proprietary tool on human capital development. They used financial data from those organizations to identify 18 human‐capital management activities that are significantly correlated with financial results. They also interviewed more than 80 business and HR leaders.Findings – Analysis of the 18 activities led the authors to derive the five practices described in this article: align people practices with business needs; implement the practices with superior execution; enlist line managers in human capital management; make policies clear, fair, and consistent; and create an information‐sharing environment.Originality/value – The article eschews a focus of fads – “online cross‐functional team‐based brainsto...

Integrate corporate culture and employee engagement

Research has shown that the more engaged the workforce, the more innovative, productive and profitable the company. Yet few executives know specifically what they can do to develop a more engaged workforce.

Focusing HR on growth at Harley‐Davidson: Sustaining widespread success by prioritizing employee development

Harley‐Davidson was keen to maintain its continual expansion, but was aware it needed to invest in its people in order to keep momentum high. The Accenture Human Capital Development Framework enabled the company to take stock of its HR activities and create a comprehensive human capital strategy for the future. Here, representatives from both organizations explain how the Framework was used.