Harvard Business Review

AUGUST 29, 2016

Without a clear, measurable, value-creating goal, companies risk expending huge amounts of human and capital resources without delivering any real financial return. Their stated goal is typically to improve customer satisfaction at each step of the customer journey. Insight Center. Measuring Marketing Insights.

Retail 14

Retail Apparel Motivation Attrition 14

Harvard Business Review

NOVEMBER 22, 2017

An “operating model” — how a company organizes and manages its resources to achieve its strategic ambitions — is the bridge between strategy and execution. That means choosing the right dashboards, defining which metrics matter most and mapping out how long-range planning, resource allocation, and budgeting will work.

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

DECEMBER 7, 2017

All investment practices will consider environmental, social, and governance (ESG) metrics because some of those metrics are financially material, meaning decision-useful pieces of information. In both cases, social and environmental metrics matter for the business’s financial success.

Supply Chain 8

Supply Chain Asset Management Chemicals Long-term 8

Harvard Business Review

JUNE 7, 2016

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. Enormous opportunities also lie with e-waste.

Company 8

Company Apparel Incentives Retail 8

Harvard Business Review

FEBRUARY 13, 2017

Their goal was to help entrepreneurs and those inside established companies adopt a new approach, “one better suited to high-potential projects whose prospects are uncertain at the start.” In short, too many firms used conventional planning to manage their new ventures. What Is Discovery Driven-Planning?

Planning 9

Planning Benchmarking Project Competitive Advantage 9

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 9

Innovation Company Venture Capitalist Business Model 9

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. The best analysis of the resource scarcity mega-trend came from asset manager Jeremy Grantham. The greening of the supply chain.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15