Harvard Business Review

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.

Management 8

Management Short-term Constraint Apparel 8

Harvard Business Review

JUNE 3, 2016

It includes changes in how an organization interacts with its customers, citizens, or patients; in operational processes; in business models; in supply chain relationships; and in how employees use information to generate insight. If those linkages cannot be developed, then those investments should not be pursued.

Tools 8

Tools Supply Chain CRM Technology 8

Harvard Business Review

DECEMBER 20, 2016

I’m talking about the superconsumers who are inside your organization, working at every level: the fashionista who works in the mail room at the headquarters of an apparel company, or the finance manager who works for a pork brand and who eats three pounds of bacon in any given week. They will benefit the most from being mentored.

Airlines 8

Airlines Energy Self-aware Learning Curve 8

Harvard Business Review

FEBRUARY 27, 2017

In the developed world, we enjoy better medicines, connectivity, and mobility than most of us could have imagined even 20 years ago. Businesses can use these trends to reconnect with their customers and their communities. The effects of technology on humans depends on how we choose to develop and use it. Essential background.

Globalization 8

Globalization Supply Chain Human Capital Long-term 8

Harvard Business Review

DECEMBER 20, 2011

Increased demand for transparency and its close partners, (a) the quest to define and develop useful sustainability metrics and (b) the growing sustainability data explosion. Value chain and transparency partnerships growing: The apparel industry bands together. for " every manufacturer, component, and process in apparel production."

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

JUNE 3, 2015

Leaders of large enterprises struggle to balance the need to make their core business more efficient with the need to move nimbly to new processes and business models, particularly in the face of threats from disruptive startups. The size of the apparel market only in the U.S. This is a fact we know, and know well.

Apparel 8

Apparel Strategy Insourcing Efficiency 8

Harvard Business Review

DECEMBER 18, 2017

Over the course of several months, a digital platform was developed that could capture every fan interaction (whether a mobile check-in at the stadium, a profile update on the website, or a merchandise purchase online), deliver targeted promotional campaigns, and collect club mentions and other data from social media.

Sports 8

Sports Brand Content Industry 8

Harvard Business Review

JANUARY 27, 2012

The panel made one thing clear: just when any sensible person might have concluded that e-commerce business models had finally reached maturity, we are witnessing a veritable explosion of new ones. While GILT and its rivals sell across verticals (apparel, home, travel, kids, local), OKL deals in just one big one: home.

Retail 15

Retail Fashion Merchandising Apparel 15

Harvard Business Review

DECEMBER 19, 2014

The utility and energy businesses are changing fundamentally (well, some of them are). Distributed generation (meaning solar panels on my roof) is a direct threat to the business models of the large power plants that utilities know best. It’s hard out there if you’re a utility. utility sector.

Chemicals 13

Chemicals Short-term Energy Report 13

Harvard Business Review

JUNE 13, 2012

The athletic apparel giant has also engaged a broad base of partners (and competitors) in innovation toward that goal. million-strong army of advocates for this principled approach to business in its "consultoras" (direct sales agents). Inside-Out Transformation: A Hybrid Business Model for a Converging World.

Organization 13

Organization Cooper McKinsey Long-term 13