The frontline advantage

Human Resource Management International Digest

ISSN: 0967-0734

Article publication date: 18 October 2011




(2011), "The frontline advantage", Human Resource Management International Digest, Vol. 19 No. 7.



Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

The frontline advantage

Article Type: Abstracts From: Human Resource Management International Digest, Volume 19, Issue 7

Hassan F. Harvard Business Review (USA) , May 2011, Vol. 89 No. 5, Start page: 106, No. of pages: 9

The managers most responsible for a company’s success or failure happen to be the ones with whom the CEO spends the least amount of time: frontline managers, such as shop-floor supervisors. heads of R&D or sales teams, and managers in restaurant chains or call centers That’s a mistake, says Hassan, the CEO who led dramatic turnarounds at Schering-Plough and Pharmacia and who is now a senior adviser at Warburg Pincus. In this article, Hassan makes the case that systematic interactions with individual and small groups of frontline managers are important executing a company’s strategy and represent an all-important feedback loop that allows the CEO to stay abreast of the latest development in the business. He provides guidelines for how CEOs and other senior managers should structure interactions with this vital, and often overlooked, cadre of managers. ISSN: 0017-8012 Reference: 40AL241

Keywords: Frontline employees, Communications, Agile organizations, Flexibility

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