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.
Harvard Business
MARCH 21, 2018
Instead of thinking of itself merely as a sports apparel manufacturer, the company has purposefully developed a “connected fitness” ecosystem. In 2015, in fact, it spent more than $500 million to acquire two popular fitness-metrics services in a bid to become the world’s largest tracker of fitness information.
Harvard Business
NOVEMBER 22, 2017
That means choosing the right dashboards, defining which metrics matter most and mapping out how long-range planning, resource allocation, and budgeting will work. And since people ultimately make all the difference, your operating model should define how you manage the assignments and career paths for your difference-making talent.
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