Harvard Business

JULY 8, 2016

For some industries in the West, this question appears a bit ridiculous. 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. But despite all the pain they have experienced, these industries are wrong.

Company 32

Company Apparel Pharmaceuticals Industry 32

Harvard Business

NOVEMBER 30, 2016

Activist investors who expect to raise returns by influencing strategic decisions are having a meaningful impact on many industries from consumer-packaged goods to aerospace and defense. And the odds that your company, or industry, may find itself targeted by an activist are going up. What is our promise to the market and to customers?

Management 28

Management Apparel Industry Company 28

Harvard Business

MAY 16, 2018

Beyond the cost to replace staff, which is estimated at 50%–75% of the new hire’s annual salary , this type of attrition damages coworker morale, disrupts customer relationships, and, in the age of employer review sites like Glassdoor, inhibits companies’ ability to attract new talent. The timing couldn’t be worse.

Recruiting 37

Recruiting Recruitment How To Apparel 37

Harvard Business

NOVEMBER 22, 2017

And since people ultimately make all the difference, your operating model should define how you manage the assignments and career paths for your difference-making talent. A decade after the global financial crisis, many banks remain averse to risk, and their legacy talent pools, processes, and IT systems are ill-suited to major change.

Strategy 28

Strategy Strategy Strategy& Company 28

Harvard Business

JULY 30, 2018

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. Too many companies wait for the annual strategic off-site to roll around before they address the changing dynamics of their market.

Company 52

Company Survey Apparel Culture 52

Harvard Business

JANUARY 5, 2018

But over and over again in our three decades of experience as talent development and retention specialists, we’ve seen that companies consistently overlook half of them. They are not employees; they are contingent workers who are nonetheless vital to an organization’s R&D, marketing, and other key processes.

Talent 28

Talent McKinsey Apparel Sales 28

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. There can be a lot of stress in this industry.

Energy 28

Energy Airlines Culture Retail 28