Human Capital Strategies: Lessons from The Toymaker

When Hasbro’s successful acquisition strategy created a company of more than 1,000 brands, moving from the traditional platforms of games and toys into new arenas such as entertainment and housewares, leadership needed to learn to create a corporate culture that worked to make sure that each brand got the care and attention it needed.  More than a new strategy was needed, however—they also needed a supply of high caliber strategic leaders.  Hasbro already had a history of investing in employees, but they needed a new vehicle to train and nurture future leaders to maximize their human capital.

That need led to the creation of the Hasbro Global Leadership Program in partnership with the executive education program at Dartmouth’s Tuck School of Business.  Read more about how Hasbro has found dynamic leaders within their own organization and maximized their human capital here.