2004 2010 Operations Positioning 
Harvard Business Review
OCTOBER 21, 2016
Embedded sustainability efforts clearly result in a positive impact on business performance. Through regular dialogue with stakeholders and continual iteration , a company with a sustainability agenda is better positioned to anticipate and react to economic, social, environmental, and regulatory changes as they arise.
Harvard Business Review
AUGUST 6, 2014
In fact, you could say (and many did) that our previous attempts had failed, in that we hadn’t established a sustained market position. The idea was simple: Combine the best of both companies into the new Yahoo China, which was projected to generate more than $25 million in revenue in 2004. Things hadn’t gone well up until that point.
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Harvard Business Review
MAY 9, 2018
This is one of the findings from a recently completed study based on publicly available information on the world’s 2,393 largest corporations for the time period 2010–2014. In 2004 PCC was in a poor position. After that, however, WPP practiced programmatic M&A, turning it into a strong muscle.
Harvard Business Review
APRIL 23, 2012
We create leadership teams not only for our top jobs, but for every management position in the company. We became involved with the company, which produces inventory software, in 2004 when one of us (David) was sent by the prior majority investor to shut the fledgling company down.
Harvard Business Review
JANUARY 19, 2011
In 2010, we conducted the first evaluation of how the program is working for the state's employers and workers, six years after it began operation. Our research has yielded three major findings. California's paid family leave (PFL) program is structured as an insurance scheme, similar to unemployment insurance.
Harvard Business Review
SEPTEMBER 8, 2016
By 2010 the company had become the best-performing stock in the S&P 500, worth $30 per share and earning investors a return of 29 times. When Knudstorp took over as CEO in 2004, he quickly settled on a course of action: return the company to its core. Since then its stock has more than doubled. By 1993 the company had $1.3
Harvard Business Review
JANUARY 3, 2014
One of the most significant came in early 2004 when we decided to relocate from San Francisco to Las Vegas. When we started to look at new locations for our call center operations, we initially considered outsourcing to India or the Philippines and met with a few potential providers. We’ve also expanded far beyond shoes.
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