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
NOVEMBER 22, 2017
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. A decade after the global financial crisis, many banks remain averse to risk, and their legacy talent pools, processes, and IT systems are ill-suited to major change.
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Kates Kesler
JANUARY 25, 2013
Take Nike, marketing a core brand across a number of consumer categories with hundreds of footwear and apparel products all over the world. Great talent may well overcome lousy organization design. And you have to get the right talent in the right jobs. Nike’s money-making matrix. Forget straight lines and dotted lines.
Harvard Business
MAY 16, 2018
Beyond the cost to replace staff, which is estimated at 50%–75% of the new hire’s annual salary , this type of attrition damages coworker morale, disrupts customer relationships, and, in the age of employer review sites like Glassdoor, inhibits companies’ ability to attract new talent. The timing couldn’t be worse.
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. But by ignoring other key roles — the roles that drive competitive advantage — you may be letting valuable talent slip through your fingers.
Harvard Business
JULY 30, 2018
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. But creating new places where people can gather to work on projects — subcultures within the larger culture — can be constructive.
Harvard Business
NOVEMBER 30, 2016
For our recent book we studied companies from a broad range of industries that operate this way, including Apple, CEMEX, Danaher, Haier, IKEA, Inditex (known for its Zara apparel business), Starbucks and many others. Starbucks applies its capabilities in talent management and distinctive retailing to everything it does.
Expert insights. Personalized for you.
36 
Let's personalize your content