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 28

Energy Airlines Culture Retail 28

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.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82

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 28

Telecommunications Biotechnology Survey Healthcare 28