2010 2020 Development Operations 
N2Growth Blog
FEBRUARY 29, 2024
Additionally, other intricacies include managing different time zones, creating a robust digital infrastructure to support work, and developing strategies to sustain employee engagement. When I think about working remotely from 2010-2020, I recall a couple of critical lessons learned.
HR Digest
NOVEMBER 4, 2020
In this leadership philosophy, the main goal of the leader is to serve, and to share power and put the needs of team members first, to help your team develop and perform as highly as possible. In my 17 years at Kellogg, I held positions ranging from Legal, to Operations, to Senior Vice President of Global Human Resources.
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Harvard Business Review
JUNE 5, 2014
Attitudes have changed since 2010, the last time Washington debated serious climate action, and not only because most of us have connected the dots between climate change and the extreme weather events that ravage our communities. In Colorado, the state renewable energy mandate was bumped up from 20% to 30% in 2010. And the U.S.
Harvard Business Review
MAY 29, 2014
Coca-Cola is one of the many companies that are making efforts to tackle the world’s greatest societal challenges — water scarcity, climate change, and even the rights of women and girls in the developing world. How has Coca-Cola integrated these CSR principles into your operations? It can be difficult to measure and compare.
Harvard Business Review
MARCH 18, 2014
To find out, I surveyed senior consultants in 2010 at a top-five global executive-search firm. One consultant predicted that firms in 2020 will seek the “same [attributes as in 2010] but with an even greater appreciation for the intangibles of leadership and [for experience] having led a business through tough times.”.
Harvard Business Review
APRIL 29, 2015
Back before the passage of the Affordable Care Act, MedStar’s leaders decided they needed a strategic plan to reimagine the company in 2020. MedStar operated nine hospitals, but realized that its long-held objective of increasing revenue and profits at those venues was unsustainable, given the outcries over runaway medical costs.
Harvard Business Review
FEBRUARY 14, 2012
In November 2010, to big fanfare at Unilever's London headquarters, chief executive Paul Polman boldly articulated a new strategy. Unilever's strategy for 2020 is formulated in direct response to that quest for improved quality of life in a much more resource-constrained context. And of course, more pressure on climate.
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