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. Banks emphasizing products, meanwhile, have turned to partnerships. Yet change they must.

Strategy 28

Strategy Strategy Strategy& Company 28

Kates Kesler

DECEMBER 16, 2013

Very large multi-national product companies need to find creative ways to enjoy the benefits of scale while remaining agile. In foods, beverages, health, beauty, and apparel local variations really do matter. Global brands (and aspiring global brands) often represent only a portion of the company’s growth potential.

Agile 50

Agile Analysis Apparel Resources 50

Harvard Business

DECEMBER 20, 2016

Good leadership certainly helps, but more often than not, the organization will revert to business as usual. And this is not just the superconsumers outside your organization who are passionate about your products and services. And they’re sure to have great ideas about how to improve your products and business.

Energy 28

Energy Airlines Culture Retail 28

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. Household Products. BTS GROUP KEY STATS.

Groups 100

Groups Interviews Culture Case Interview 100

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

A well-designed organization structure brings management attention to the nodes where value and capabilities are created—the intersection of customers, brands, products, emerging markets, functional expertise, and other strategic choices. Often, rewarded complexity is a result of making things simpler or more compelling for customers.

Apparel 50

Apparel Metrics Retail System 50