Harvard Business

JULY 8, 2016

The American textile and apparel industries, for example, will tell you that the evidence can be found in the blood on the floor — their blood, on what used to be their floor. Experts continue to debate whether Chinese businesses are truly disruptive. For some industries in the West, this question appears a bit ridiculous.

Company 124

Company Apparel Pharmaceuticals Industry 124

Harvard Business

NOVEMBER 17, 2017

For decades, we’ve often thought of leadership profiles in unique buckets—two popular varieties were the “visionaries”, who embrace strategy and think about amazing things to do, and the “operators”, who get stuff done. It just does not work.” receive stock options and health insurance.

Strategy 142

Strategy Strategy& Strategy How To 142

Harvard Business

NOVEMBER 22, 2017

For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself. But exactly how do today’s companies create or update an operating model to match adaptations or wholesale changes in strategy?

Strategy 71

Strategy Strategy& Strategy Company 71

Harvard Business

SEPTEMBER 21, 2018

Innovation ranks fifth, after more-conventional concerns such as attracting and retaining top talent and the regulatory environment. This isn’t all that surprising given the level of innovation activity in these sectors, but directors operating in similarly disrupted sectors should take note.

Telecommunications 126

Telecommunications Survey Biotechnology Industry 126

Kates Kesler

JUNE 11, 2014

We recently completed a study for the CEO of a very well known, global sports-apparel brand company. He wanted to challenge his team, as part of the strategic talent review process, to think about whether or not the company’s organizational architecture was suited to its growth plan to double in size. Learning from Big Companies.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82

Harvard Business

JANUARY 5, 2018

But over and over again in our three decades of experience as talent development and retention specialists, we’ve seen that companies consistently overlook half of them. That makes retaining them very different from retaining someone who wants to scale the corporate hierarchy by managing increasingly larger operations.

Talent 73

Talent McKinsey Apparel Company 73

Harvard Business

NOVEMBER 30, 2016

For our recent book we studied companies from a broad range of industries that operate this way, including Apple, CEMEX, Danaher, Haier, IKEA, Inditex (known for its Zara apparel business), Starbucks and many others. Starbucks applies its capabilities in talent management and distinctive retailing to everything it does.

Management 70

Management Apparel Industry Company 70