Harvard Business

SEPTEMBER 14, 2017

Research shows that abnormal weather disrupts the operating and financial performance of 70% of businesses worldwide. In the apparel sector, for instance, the unusually warm winter temperatures across Europe and the U.S. In the apparel sector, for instance, the unusually warm winter temperatures across Europe and the U.S.

Cash Flow 28

Cash Flow Apparel Financial Small Business 28

Harvard Business

JULY 30, 2018

The responses , from 270 corporate leaders in strategy, innovation, and research and development roles, were illuminating. The culture at large companies is typically built on a foundation of operational excellence and predictable growth. To be constructive, we also asked about the things that foster innovation.)

Company 52

Company Survey Apparel Culture 52

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 33

Company Apparel Pharmaceuticals Industry 33

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. Agility and scale rarely co-exist in the design of the organizational operating model. In foods, beverages, health, beauty, and apparel local variations really do matter. Harnessing complexity.

Agile 50

Agile Analysis Apparel Resources 50

Harvard Business

JANUARY 5, 2018

For example, in 2009 professors Brian Becker, Mark Huselid, and Richard Beatty estimated that in most companies less than 15% of jobs are what they call strategic positions and said management should focus “disproportionate investments” on finding A players for those jobs. Connectors in the middle. High-potential future leaders.

Talent 28

Talent McKinsey Apparel Sales 28

Kates Kesler

JANUARY 25, 2013

But in a complex, multi-divisional company, managing brands across several products and geographies things get more complicated. Take Nike, marketing a core brand across a number of consumer categories with hundreds of footwear and apparel products all over the world. Manage up and sideways – with aligned targets and initiatives.

Apparel 56

Apparel Talent Productivity Report 56

Harvard Business

DECEMBER 7, 2017

Just look at Uber to understand the importance of diversity and product safety or at car manufacturers scrambling to develop a competitive advantage in electric cars as countries seek to decarbonize their economics and fight pollution. In both cases, social and environmental metrics matter for the business’s financial success.

Chemicals 28

Chemicals Industry Metrics Financial 28

Harvard Business

SEPTEMBER 21, 2018

In contrast, 70% of respondents think their boards have effective processes for staying current on the company; 69% for compliance; 66% for financial planning; and 55% for risk management — although we should note that managing risks is a crucial consideration when pursuing innovation.

Telecommunications 33

Telecommunications Survey Biotechnology Industry 33

Harvard Business

JUNE 7, 2016

Operations in a Connected World. Some retailers and manufacturers—in the apparel, footwear, and electronics industries—have launched programs to make their customers interested in preserving their products and preventing things that still have value from going to the landfill. Insight Center. Sponsored by Accenture.

Company 28

Company Apparel Retail Metrics 28

Harvard Business

JUNE 3, 2016

We know that when IT projects fail, it is usually not because the technology didn’t work (although this can sometimes be the case), but because the changes required at an organizational and employee level weren’t managed effectively. If those linkages cannot be developed, then those investments should not be pursued.

Tools 28

Tools Construction System Retail 28

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.

Company 28

Company Engineering Apparel Energy 28

Harvard Business

AUGUST 23, 2016

Boards of companies operating in the consumer discretionary industry have a disproportionately high representation of Democrats, while boards operating in the industrials and energy and utilities industries skew more Republican. Meanwhile, Democrats place greater importance on technology expertise and risk management.

Telecommunications 28

Telecommunications Biotechnology Survey Healthcare 28

Harvard Business

DECEMBER 18, 2017

Over the course of several months, a digital platform was developed that could capture every fan interaction (whether a mobile check-in at the stadium, a profile update on the website, or a merchandise purchase online), deliver targeted promotional campaigns, and collect club mentions and other data from social media.

Sports 28

Sports Industry Data Media 28

Harvard Business

FEBRUARY 13, 2017

I talked with Rita McGrath, a professor at Columbia Business School, who together with Ian MacMillan, of the University of Pennsylvania’s business school, developed this classic methodology for planning innovation. In short, too many firms used conventional planning to manage their new ventures. What Is Discovery Driven-Planning?

Benchmarking 30

Benchmarking Methodologies Apparel Company 30

Harvard Business

DECEMBER 20, 2016

It’s not yet clear what Trump’s election means for issues that impact companies’ efforts to manage environmental and social issues. At the state level, New Jersey passed a big new gas tax , and Oregon , Illinois , and California developed robust energy and climate policies. Trump Shocked the World.

Energy 28

Energy Chemicals Banking Financial 28

Harvard Business

DECEMBER 20, 2016

I’ve found that managers who fully embrace a superconsumer strategy learn more from their consumers through increased empathy. These managers are more persuasive at getting buy-in from the leaders in their organization, make better strategic decisions, and achieve more stable, more predictable, and longer-term growth.

Energy 28

Energy Airlines Culture Retail 28

Harvard Business

OCTOBER 18, 2018

Lance Best, the CEO of Barker Sports Apparel, was meeting with Nina Kelk, the company’s general counsel, who also oversaw human resources. The team wasn’t perfect, but it was still operating at a pretty high level. “I did talk to that leadership development firm last year,” he said. Of course I have.

Case Study 43

Case Study Case Studies Study Sales 43

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. The effects of technology on humans depends on how we choose to develop and use it. For all of the uncertainty and anxiety in headlines today, the world is a much better place than it has ever been.

Education 28

Education Enterprise Productivity Examples 28