Apparel Development Leadership Talent 
Harvard Business
NOVEMBER 22, 2017
A new operating model also requires a governance structure and leadership model so leaders know how they will exercise operational control and inspire employees—and hold themselves accountable for doing both. As companies move to more agile operating models , they must learn to balance accountability with autonomy. Yet change they must.
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. Senior leadership must learn to lead a more diverse, sometimes dissonant orchestra. Great talent may well overcome lousy organization design. Nike’s money-making matrix. The solution.
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Harvard Business
JULY 30, 2018
The responses , from 270 corporate leaders in strategy, innovation, and research and development roles, were illuminating. 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.
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. Toward a New Leadership Agenda. The effects of technology on humans depends on how we choose to develop and use it. “Inside AT&T’s Talent Overhaul” 5.
Harvard Business
DECEMBER 20, 2016
Good leadership certainly helps, but more often than not, the organization will revert to business as usual. So when I asked Mark Krolick—managing director of marketing and product development at United Airlines—about the hypothesis that having more superconsumers as leaders or employees enhances business performance, he smiled.
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.
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. Adam Pretty/Getty Images. It just does not work.”
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