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

JANUARY 25, 2013

Organizational simplicity is great when the business is simple – when there are only a few products, serving a few markets (in one or two countries). But in a complex, multi-divisional company, managing brands across several products and geographies things get more complicated. Great talent may well overcome lousy organization design.

Apparel 56

Apparel Talent Productivity Report 56

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. Are they looking for ideas to streamline operations and serve customers better, or developing new business models around existing products?

Company 53

Company Survey Apparel Culture 53

Harvard Business

FEBRUARY 27, 2017

Meanwhile, business was free to focus on generating growth, productivity, innovation, and, ultimately, societal wealth. Toward a New Leadership Agenda. Software, sensors, and analytics are shifting value creation from stand-alone products to combinations of products and services. Essential background. Related Video.

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. 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

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

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