Tanveer Naseer

MAY 19, 2015

Namely, that in addition to our responsibility to protect those we lead to do the work they’re meant to do, we also need to have a keen self-awareness regarding how much truth there is in our leadership.

Leadership 100

Leadership Self-aware Learning-by-Doing Apparel 100

Harvard Business Review

JUNE 3, 2013

Where was its leadership bench? Why are so many companies struggling with a crisis of their leadership bench? consumer durables & apparel, retailing, education, media, hotels, restaurants & leisure); Consumer Staples (e.g., What kind of signal did this choice send to P&G''s top managers?

Succession 8

Succession Telecommunications Biotechnology Real Estate 8

Harvard Business Review

MAY 6, 2015

The first was the difficulty in creating a set of metrics that are aligned with what senior leadership actually cares about. Many of the startups now disrupting major industries like hospitality or media had four or five years to figure out what opportunity was actually worth pursuing, and build a working mechanism for attracting customers.

Metrics 8

Metrics Innovation Company Stage-Gate 8

Harvard Business Review

AUGUST 2, 2013

But there is another leadership role that has arisen in many organizations in recent years: the Chief Digital Officer (CDO). Diverse companies are responding to the digital leadership challenge in different and dynamic ways. Can she talk the language of social media or mobile or analytics, and can she help you understand?

CIO 8

CIO Technology Apparel Information Technology 8

Eric Jacobson

NOVEMBER 12, 2014

I am truly humbled by the emails, Instagram/Facebook posts, and calls our team receives from people who were touched or inspired by a social media post or shirt we produced. Question : How has social media made it easier for you to be successful at CED? Question : What''s the most challenging thing about being an entrepreneur?

Entrepreneur 74

Entrepreneur Advice Apparel Audience 74

Harvard Business Review

DECEMBER 20, 2016

Good leadership certainly helps, but more often than not, the organization will revert to business as usual. We stopped judging our consumers and ourselves about our media habits. And even if you’re successful at overcoming those obstacles, it’s very hard to keep up the momentum.

Airlines 8

Airlines Energy Self-aware Learning Curve 8

Harvard Business Review

DECEMBER 17, 2014

That might be three to five years in a relatively fast-moving business like media, but 20 years for aircrafts or jet engines. Our work with dozens of companies teaches us that individuals on the leadership team often have very different targets in mind. There are two ways to set revenue targets.

Innovation 9

Innovation Company Venture Capitalist Business Model 9