Apparel Operations Strategy Talent 
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?
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.
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
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.
Harvard Business
JULY 30, 2018
The responses , from 270 corporate leaders in strategy, innovation, and research and development roles, were illuminating. The culture at large companies is typically built on a foundation of operational excellence and predictable growth. ” Lack of the right strategy or vision (36% of respondents.). .”
Harvard Business
SEPTEMBER 21, 2018
Innovation ranks fifth, after more-conventional concerns such as attracting and retaining top talent and the regulatory environment. This isn’t all that surprising given the level of innovation activity in these sectors, but directors operating in similarly disrupted sectors should take note.
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. Although long ignored, these middle management positions have become increasingly recognized as critical to executing a company’s strategy.
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?
Expert insights. Personalized for you.
28 
Let's personalize your content