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.
Kates Kesler
DECEMBER 16, 2013
This is especially true in developing markets where competitors can move very quickly with few of the obstacles that big companies face. In foods, beverages, health, beauty, and apparel local variations really do matter. Global brands (and aspiring global brands) often represent only a portion of the company’s growth potential.
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Harvard Business
JUNE 17, 2016
Consider the sports apparel company Under Armour. Its goals are extremely ambitious; it is not just a pioneer in developing new fabrics for active wear, but in developing wearable electronics. You are likely to discover, along the way, that you lack the capabilities you need, and must develop them from scratch.
Harvard Business
APRIL 25, 2017
” Scholarly publications like the Journal of Management Studies put out calls for new research that could inspire enterprise-level change. It’s an apparel manufacturer called 99Degrees Custom. Perhaps my favorite example is the MIT Inclusive Innovation Challenge.
Harvard Business
AUGUST 29, 2016
But most companies lack a strategic objective that spans the customer journey, can be understood and operationalized across the enterprise, and, most importantly, actually increases customer value.
Harvard Business
JUNE 3, 2016
To develop a BDN, you work backwards, or right to left, from the agreed investment objectives and the expected benefits, and map the required changes to structures, processes, work practices, and how staff would need to work through to the new technology necessary to enable and sustain those changes. Insight Center. Sponsored by Accenture.
Harvard Business
FEBRUARY 27, 2017
In the developed world, we enjoy better medicines, connectivity, and mobility than most of us could have imagined even 20 years ago. This action will entail making unfamiliar and uncomfortable choices, including balancing short-term returns with supporting economic and societal progress to strengthen enterprises for the long term.
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