Apparel Marketing Operations Talent 
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.
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?
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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.
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). Take Nike, marketing a core brand across a number of consumer categories with hundreds of footwear and apparel products all over the world. Nike’s money-making matrix.
Harvard Business
JULY 30, 2018
. “Any time you start something new like [an innovation initiative], that cuts across many areas, there’s a potential for people feeling like you’re in their backyard,” says Michael Britt, a senior vice president who heads the Energy Innovation Center at Southern Company, a major utility operator.
Harvard Business
JANUARY 5, 2018
But over and over again in our three decades of experience as talent development and retention specialists, we’ve seen that companies consistently overlook half of them. They are not employees; they are contingent workers who are nonetheless vital to an organization’s R&D, marketing, and other key processes.
Harvard Business
NOVEMBER 30, 2016
What advantage do we have — or can we create — in the market, and how do we maintain and extend this advantage? What is our promise to the market and to customers? Starbucks applies its capabilities in talent management and distinctive retailing to everything it does. What is our company great at doing?
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