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. Nike’s money-making matrix. That means a matrix and it means tension. The solution.

Apparel 56

Apparel Talent Productivity Report 56

Harvard Business

JULY 30, 2018

. “With a budget of less than $1 million, it seems like the job is to build a case for innovation investment, versus [doing the work of] innovation itself,” says Rick Waldron, a former Nike executive who ran the apparel company’s innovation accelerator until last year.

Company 53

Company Survey Apparel Culture 53

Kates Kesler

DECEMBER 16, 2013

In foods, beverages, health, beauty, and apparel local variations really do matter. Enterprise leadership has to make choices across investment possibilities. These businesses must nurture local innovation and brand building, while gaining greater leverage from their assets in global, or at least, trans-national brands.

Agile 50

Agile Analysis Apparel Resources 50

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. “I did talk to that leadership development firm last year,” he said. Lance knew that as part of this process he’d need to examine his own leadership. “OK.

Case Study 48

Case Study Case Studies Study Sales 48

Management Consulted

OCTOBER 16, 2016

BTS Group specializes in digital technology, leadership development, sales training, and assessments. However, the firm operates in five main practice areas: Assessments, Business Acumen, Leadership Development, Sales Training, and Strategy Execution. Leadership Development. BTS GROUP KEY STATS. BTS Group Website: www.bts.com.

Groups 100

Groups Interviews Culture Case Interview 100

Harvard Business

FEBRUARY 27, 2017

Toward a New Leadership Agenda. We already see companies localizing time-sensitive and highly customizable forms of production to move closer to customer demand, particularly in the fast apparel (Adidas, Zara) and automotive (Tesla) industries, thus turning global supply chains into two-way streets. Essential background.

Education 28

Education Enterprise Productivity Examples 28

Harvard Business

DECEMBER 20, 2016

Good leadership certainly helps, but more often than not, the organization will revert to business as usual. I also know all too well that, like all strategies, superconsumer strategies can be hard to implement, because of internal processes, misaligned incentives, and organizational structures that are difficult to navigate.

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. Our sports-apparel CEO had the right idea in challenging his team to think about the organization and ask: are we fit for growth, given our strategies going forward? Learning from Big Companies.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82

Kates Kesler

APRIL 17, 2016

The powerful Walmart business units inside P&G, Unilever, and other consumer brand companies create enormous complexity challenges for the leadership of these companies, but Walmart, the customer, is well served by this single point of interface. This is a value-creating form of tension.

Apparel 50

Apparel Metrics Retail System 50

Harvard Business

JUNE 8, 2018

This principle has always been a priority for the leadership team at Vineyard Vines and it is still top of mind today. Like many competitors in the apparel industry, Vineyard Vines has kept their operations lean in order to preserve operating margins.

Retail 29

Retail Engineering Apparel Data 29

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.”

Strategy 54

Strategy Strategy Strategy& How To 54

Harvard Business

APRIL 21, 2017

In apparel, this is more than aggressive. And the quicker they realize that an administration that impedes progress toward a clean economy is not serving their interests, the faster they’ll rush to fill a leadership vacuum — before their global competitors do.

Leadership 36

Leadership Energy Apparel Efficiency 36

Harvard Business

DECEMBER 20, 2016

Then China’s President Xi said he’ll be attending the annual bigwig gathering in Davos for the first time, with reports of China’s interest in filling trade gaps left by Brexit and possible leadership gaps on climate left by Trump. Renewables Kept Growing and Getting Cheaper. Levi’s Shared What It Knows about Water.

Energy 28

Energy Chemicals Banking Financial 28

Harvard Business

AUGUST 23, 2016

Our limited sample suggests that both groups agree that board leadership should serve as champions of board diversity, but they differ on the policies they advocate to increase board diversity. apparel, automobiles, retailing, media, hotels, restaurants & leisure); Consumer Staples (e.g.,

Telecommunications 28

Telecommunications Biotechnology Survey Healthcare 28