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

NOVEMBER 30, 2016

If you are a senior executive in a company concerned about activists, you have two potential paths: take the defensive (and perhaps expected) posture of defending your current strategy, or embrace the challenge and reassess your company’s path to value creation. Are there difficult moves that must be made to create a winning strategy?

Management 28

Management Apparel Industry Company 28

Harvard Business

JULY 8, 2016

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. Experts continue to debate whether Chinese businesses are truly disruptive. For some industries in the West, this question appears a bit ridiculous.

Company 31

Company Apparel Pharmaceuticals Industry 31

Harvard Business

JANUARY 5, 2018

For example, in 2009 professors Brian Becker, Mark Huselid, and Richard Beatty estimated that in most companies less than 15% of jobs are what they call strategic positions and said management should focus “disproportionate investments” on finding A players for those jobs. Connectors in the middle. High-potential future leaders.

Talent 28

Talent McKinsey Apparel Sales 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

SEPTEMBER 21, 2018

Innovation ranks fifth, after more-conventional concerns such as attracting and retaining top talent and the regulatory environment. Still, it’s telling that board members rate their boards better on risk management than on innovation. To better understand the competitive landscape, directors suggested engaging with management.

Telecommunications 32

Telecommunications Survey Biotechnology Industry 32

Harvard Business

FEBRUARY 22, 2017

.” When directors evaluated the factors that could limit their company’s ability to achieve its strategic objectives, cybersecurity issues were overshadowed by more salient concerns like attracting and retaining top talent, the regulatory environment, and global competitive threats.

Telecommunications 28

Telecommunications Biotechnology Real Estate Survey 28