Harvard Business Review

JUNE 17, 2016

They do so by building powerful growth engines. If you build a robust growth engine on a strong foundation, rather than seeking individual opportunities, you can be confident knowing that sustainable expansion will follow. Consider the sports apparel company Under Armour. Where are the markets with opportunities?

Company 8

Company Engineering Apparel Survey 8

Harvard Business Review

DECEMBER 17, 2014

Identifying this so-called “growth gap” is critical, because the bigger the gap, the more a company needs to look beyond its current offerings, markets, and business models to find growth opportunities. By reaching new customers in current markets? There are two ways to set revenue targets.

Innovation 9

Innovation Company Venture Capitalist Business Model 9

Harvard Business Review

NOVEMBER 30, 2016

Activists’ interventions are often described, favorably or not depending on your point of view, as slashing and burning, taking out cost, and engaging in financial engineering. What advantage do we have — or can we create — in the market, and how do we maintain and extend this advantage?

Management 8

Management Short-term Constraint Apparel 8

Harvard Business Review

JUNE 22, 2012

Many chase market share they'll never get. A lot of companies throw money at the problem — more R&D, more marketing, more sales people. One is surrendering to the business cycle — under-investing in the down part and over-investing in the up part. Get everyone on board.

Retail 11

Retail Long-term Short-term Apparel 11

Harvard Business Review

JANUARY 25, 2013

The business model changes. The marketing model changes. We looked at the three biggest segments — packaging, food waste, and apparel. Renault has a 230 million Euro remanufacturing business with engines and gear boxes. How do you begin to address those? It's a huge challenge. It's fascinating.

Company 10

Company Apparel Engineering Welch 10

Harvard Business Review

DECEMBER 20, 2011

While "running out" isn't really the right phrase, it's clear that delivering many commodities to market is getting harder and more expensive (we don't dig for oil a mile under the ocean for the heck of it). Markets have a remarkable way of sorting the wheat from the chaff. Right now, the U.S. Nuclear on the outs.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15