Harvard Business

NOVEMBER 22, 2017

For every company wrestling with evolutions in its strategy, success depends as much on matching the operating model to those evolutions as it does on the soundness of the strategy itself. But exactly how do today’s companies create or update an operating model to match adaptations or wholesale changes in strategy?

Strategy 28

Strategy Strategy Strategy& Company 28

Harvard Business

JULY 30, 2018

The responses , from 270 corporate leaders in strategy, innovation, and research and development roles, were illuminating. 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.

Company 51

Company Survey Apparel Culture 51

Harvard Business

DECEMBER 20, 2016

I’ve found that managers who fully embrace a superconsumer strategy learn more from their consumers through increased empathy. Good leadership certainly helps, but more often than not, the organization will revert to business as usual. I spoke with Patty McCord, the former chief talent officer of Netflix from 1998 to 2013.

Energy 28

Energy Airlines Culture Retail 28

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. The Gap Between Strategy and Execution. Adam Pretty/Getty Images.

Strategy 53

Strategy Strategy Strategy& How To 53

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

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

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. Others want to attract and retain diverse talent.

Energy 28

Energy Chemicals Banking Financial 28