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. But by ignoring other key roles — the roles that drive competitive advantage — you may be letting valuable talent slip through your fingers.

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

Kates Kesler

JANUARY 25, 2013

Take Nike, marketing a core brand across a number of consumer categories with hundreds of footwear and apparel products all over the world. Great talent may well overcome lousy organization design. And you have to get the right talent in the right jobs. Nike’s money-making matrix. Forget straight lines and dotted lines.

Apparel 56

Apparel Talent Report Productivity 56

Harvard Business

FEBRUARY 22, 2017

.” When directors evaluated the factors that could limit their company’s ability to achieve its strategic objectives, cybersecurity issues were overshadowed by more salient concerns like attracting and retaining top talent, the regulatory environment, and global competitive threats.

Telecommunications 72

Telecommunications Biotechnology Real Estate Survey 72

Harvard Business

MAY 3, 2016

Sara Campbell, a talented dress designer, sold the majority of her apparel as a private label supplier to national chains. Maintaining skepticism about predictions and promises. Let’s see how the tenets might apply to three very different cases, each containing substantial risk.

Case Interview 70

Case Interview Real Estate Apparel Financial 70

Harvard Business

FEBRUARY 27, 2017

We already see companies localizing time-sensitive and highly customizable forms of production to move closer to customer demand, particularly in the fast apparel (Adidas, Zara) and automotive (Tesla) industries, thus turning global supply chains into two-way streets. “Inside AT&T’s Talent Overhaul” 5.

Education 70

Education Enterprise Productivity Examples 70

Harvard Business

DECEMBER 20, 2016

I’m talking about the superconsumers who are inside your organization, working at every level: the fashionista who works in the mail room at the headquarters of an apparel company, or the finance manager who works for a pork brand and who eats three pounds of bacon in any given week. Building Empathy.

Energy 70

Energy Airlines Culture Retail 70

Buzzsprout

JULY 13, 2023

They specialize in creating custom apparel for fundraising campaigns. Flexjobs Flexjobs differs from the other options, as it doesn’t focus on talent or design. Creators can upload their designs to Redbubble and earn a commission on each sale. Bonfire Bonfire is a platform that has grown in popularity for podcasters.

Strategy 52

Strategy Strategy Strategy& How To 52

Harvard Business

JULY 30, 2018

So can designing new kinds of incentives, recognizing and rewarding the behaviors you want to encourage, and bringing in new, more diverse viewpoints and types of talent to the company. But creating new places where people can gather to work on projects — subcultures within the larger culture — can be constructive.

Company 133

Company Survey Apparel Culture 133

Harvard Business

DECEMBER 20, 2016

Others want to attract and retain diverse talent. In this case, Levi’s had spent a decade identifying great ways to cut water use in the apparel value chain. Companies are getting more vocal on human rights issues for many reasons. But in general, society is expecting companies to broaden their mission.

Energy 70

Energy Chemicals Banking Financial 70

Harvard Business

AUGUST 23, 2016

Directors are also consistent in their views of the key challenges to achieving their companies’ strategic objectives: attracting and retaining top talent, the regulatory environment, and domestic competitive threats top the list for directors from both parties. banking & financial services, insurance, real estate); Healthcare (e.g.,

Telecommunications 70

Telecommunications Biotechnology Survey Healthcare 70