2011 Globalization Operations Transportation 
Strategy Driven
NOVEMBER 2, 2015
He is the founder of The Potential Project – a leading global provider of corporate based mindfulness solutions operating in 20 countries. Gillian Coutts has over 20 years of experience as a leader and change agent in the sales and operations functions of large corporations. Psychiatry Research: Neuroimaging 191, 2011, 36–43.
Harvard Business Review
MARCH 1, 2018
As global oil producers work at cross-purposes, the industry’s traditional boom-bust cycle is being replaced by faster, shallower price rotations based on changes in production. oil supply may be enough on its own to meet all of this year’s growth in global oil demand. The soaring U.S.
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Harvard Business Review
APRIL 11, 2013
How well they''re built and operated is crucial to economic growth and is a key arbiter of an economy''s competitiveness — and yet, virtually every economy faces an array of infrastructure challenges. Just to keep pace with anticipated global GDP growth, the world needs to spend $57 trillion , or on average $3.2
Harvard Business Review
MARCH 2, 2015
In 2012, Congress gave the FAA until 2015 to develop rules for military, commercial, and privately-owned drones to operate in U.S. In fact, the FAA had originally promised the rules by 2011, but it proceeded to miss every deadline it set for itself , as well as those established by Congress.
Harvard Business Review
OCTOBER 6, 2014
If round after round of profit warnings was not enough – group operating profits fell 20% between 2011 and 2013 and are likely to fall another 30% in 2014 — the company recently announced it had overstated its first-half profit by about $400 million. billion in 2013, and operating profits increased 65% to $422 million.
Harvard Business Review
JANUARY 29, 2015
CEO Jeff Immelt declared in 2011 that GE needed to become a software and analytics company or risk seeing its hardware products become commodities as information-based competitors took over. After Jeff Immelt threw down the gauntlet for building a global software center, GE faced significant physical, organizational, and cultural challenges.
The Idolbuster
AUGUST 5, 2014
I continued to race as an amateur for all of 2010 and 2011, but at the end of 2011 I quit my job and began competing professionally full-time. It was a fascinating experience to feel like you were right in the heart of globalization. I don’t operate that way. Cabs were my mode of transportation.
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