Harvard Business Review

SEPTEMBER 2, 2014

Starbucks is just one of many companies using this type of technology, and it’s not hard to understand why. Until recently, determining who works when involved store managers manually slotting each employee into shifts on paper. Our collective research has also shown that retailers really do struggle with scheduling.

Software 8

Software Management Retail How To 8

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. High-potential future leaders.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

DECEMBER 20, 2011

From relentless demand for resources to bamboo-like 9% growth to vicious competition for the technologies and industries of the future, China will be the big story for a long time. The best analysis of the resource scarcity mega-trend came from asset manager Jeremy Grantham. China, China, and China. The greening of the supply chain.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

AUGUST 2, 2011

In reality, each country needs the other to succeed in order to thrive — to finance growth, secure export markets, train talent, transfer technology, and more. Financial services companies co-manage loans and share risks. Even with this added understanding, cooling down the competitive engine is difficult for most.

Apparel 14

Apparel Pharmaceuticals Finance Licensing 14

Harvard Business Review

JUNE 7, 2016

The technologies and processes that are transforming companies. Some retailers and manufacturers—in the apparel, footwear, and electronics industries—have launched programs to make their customers interested in preserving their products and preventing things that still have value from going to the landfill. Insight Center.

Company 8

Company Apparel Incentives Retail 8

Harvard Business Review

JULY 16, 2013

And 43% cited technology expertise, HR-talent management, international-global expertise, and succession planning as the skills missing most on their boards. The industry with the greatest skills gap was IT & telecommunications, whose boards are in serious need of international-global expertise and HR-talent management.

Telecommunications 8

Telecommunications Biotechnology Health Care Real Estate 8

Harvard Business Review

JANUARY 25, 2013

She started an eponymous foundation focused on understanding a better way for the economy to manage its resources. We have three billion new middle class consumers coming into the world and there's more and more pressure to find out how to manage these resources. Not long after she reached shore, she decided to do something about it.

Company 8

Company Apparel Engineering Welch 8

Harvard Business Review

DECEMBER 17, 2014

And the more growth opportunities stretch beyond a company’s current capabilities, the more the company needs to build systems to manage the unique nature of these opportunities (the kind we describe in more depth in our recent article “ Build an Innovation Engine in 90 Days ” and our 2012 e-book Building a Growth Factory ).

Innovation 8

Innovation Company Venture Capitalist Business Model 8

Harvard Business Review

JANUARY 28, 2014

As more people begin to see income inequality as a negative “externality” — an unintended but damaging consequence of decisions that businesses make to boost profits — how should managers respond? We have argued previously in HBR that companies can choose among three levels of embracing externalities. They can …. Take Ownership.

Golden Parachute 9

Golden Parachute Apparel Trends Short-term 9