Kates Kesler

DECEMBER 16, 2013

Very large multi-national product companies need to find creative ways to enjoy the benefits of scale while remaining agile. Agility and scale rarely co-exist in the design of the organizational operating model. So why is it so hard to create networked, agile teams in large, global product companies? The global/local tension.

Agile 50

Agile Analysis Apparel Resources 50

Kates Kesler

NOVEMBER 29, 2015

There are only so many ways to design enterprise structure. The work of support and operating functions like finance, marketing, supply chain and human resources must change to leverage these technologies, and do so in a way that serves enterprise objectives, as well as the needs of individual businesses.

Enterprise 50

Enterprise Metrics Operations System 50

Kates Kesler

JULY 2, 2015

Have conglomerates and diversified companies under-performed because of failures in enterprise strategy? The “global operating model” (GOM) is the means to manage this complexity, this tension, this need for both leverage and agility. Global operating and support functions (R&D, supply chain, marketing, IT, HR, finance, etc.).

Enterprise 50

Enterprise Operations Agile Metrics 50

Harvard Business

AUGUST 29, 2018

Recently, a financial services organization found $5 million in opportunities to optimize its finance processes. Typically they end up as an app or a custom feature in an Enterprise Resource Planning (ERP) system. Now, companies invest in ways that support a smaller, more agile approach so they can adjust as they find out what works.

Strategy 28

Strategy Strategy Strategy& Agile 28

Harvard Business

OCTOBER 3, 2018

She and the CEO now agreed that she should play an upstream, strategic, enterprise-wide role. As an example, the CEO had been discussing the importance of driving more agile decision making. They have different strategic priorities; they are held accountable for new, shared metrics; they spend more time with cross-functional peers.

Advertising 28

Advertising Agile Marketing Meeting 28

Kates Kesler

JUNE 11, 2014

He reset collaborative P&L metrics and business review processes, shared by the region leaders and the global product leaders, to form tight “business handshakes,” that he regards as the center of a granular set of growth strategies. Geographic Zones (consolidated P&L, plus infrastructure). 4: Build Capabilities for the Future.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82