Harvard Business Review

JANUARY 5, 2018

For example, in 2009 professors Brian Becker, Mark Huselid, and Richard Beatty estimated that in most companies less than 15% of jobs are what they call strategic positions and said management should focus “disproportionate investments” on finding A players for those jobs. Connectors in the middle. Customer experience creators.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

JUNE 22, 2012

This preserved one of the indicators that have consistently pointed north since the economy emerged from recession in 2009. But when the retailer took a more careful look, it found that its best opportunity was to get people to buy more in the categories they were already shopping (such as apparel or electronics or groceries).

Retail 11

Retail Long-term Short-term Apparel 11

Harvard Business Review

JANUARY 28, 2014

Business by now has a well-developed playbook for dealing with such sustainability issues. While this measure fell to 19% in 2009, it has since recovered.) Shell Oil doesn’t sell cooking oil, but its Shell Foundation contributes to making cleaner, safer cook stoves available in the developing world. Take an Interest.

Golden Parachute 11

Golden Parachute Apparel Trends Short-term 11

Harvard Business Review

JULY 30, 2014

It’s easy to scan headlines and see undisciplined for-profit companies (take GM, American Apparel). The rise of the impact investor is an important development in the social sector, and no social entrepreneur should leave mission-aligned money on the table. Good Reason #2: If equity investment is the best way to get start-up capital.

Entrepreneur 10

Entrepreneur Apparel Transportation Fashion 10