Harvard Business Review

NOVEMBER 30, 2016

Activists launched 159 campaigns in 2015 focused on shareholder value maximization, nearly double the 88 that were launched the year before. When your company has developed that kind of clear identity, you have leverage and insight that other companies –and activist investors –do not have.

Management 8

Management Short-term Constraint Apparel 8

Harvard Business Review

DECEMBER 22, 2015

Instead, they are clear-minded about what they do best, developing a solid value proposition and building distinctive capabilities that will last for the long term. That’s how Lego went from losing a million dollars a day in 2004 to being the world’s largest toy company in 2015. Lego cut these businesses.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

JUNE 17, 2016

Consider the sports apparel company Under Armour. Its goals are extremely ambitious; it is not just a pioneer in developing new fabrics for active wear, but in developing wearable electronics. You are likely to discover, along the way, that you lack the capabilities you need, and must develop them from scratch.

Company 8

Company Engineering Apparel Survey 8

Harvard Business Review

JUNE 9, 2016

For example, if the CEO makes controversial public statements, has personal relations with an employee or contractor, or develops a reputation for being rude, overbearing, or verbally combative, the board must decide what merits investigation. It must also decide whether to address matters publicly or privately.

CEO 8

CEO Sample Reputation Press Release 8

Harvard Business Review

JANUARY 5, 2018

But over and over again in our three decades of experience as talent development and retention specialists, we’ve seen that companies consistently overlook half of them. These are jobs in R&D, technology, and other areas vital to a firm’s strategic direction, product development, and process efficiency.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

DECEMBER 20, 2016

I’m talking about the superconsumers who are inside your organization, working at every level: the fashionista who works in the mail room at the headquarters of an apparel company, or the finance manager who works for a pork brand and who eats three pounds of bacon in any given week. They will benefit the most from being mentored.

Airlines 8

Airlines Energy Self-aware Learning Curve 8

Harvard Business Review

DECEMBER 18, 2017

In 2015, Real Madrid had a lofty goal in mind: to thrill its supporters by allowing them to participate in unbelievable experiences. “NASCAR is unique for the loyalty of its fans and the way that the entire sport comes together once a week,” says Nick Franza, Manager, Technology Integration and Development at NASCAR.

Sports 8

Sports Brand Content Industry 8

Harvard Business Review

DECEMBER 19, 2014

To help address this challenge, the French supermarket chain Intermarche developed an incredibly clever campaign to sell the “ugly” fruits and vegetables that growers and stores throw out because they don’t look perfect. And here’s what to watch out for in 2015: Political winds shifting. Tough choices.

Chemicals 13

Chemicals Short-term Energy Report 13

Harvard Business Review

DECEMBER 20, 2016

In 2015, the world pivoted in a historic way toward sustainability. In response to Trump’s election and his statements doubting climate change, many countries that signed the Paris climate accords in 2015 made it clear they would power on (China in particular — see story number three, below). Then came 2016.

Energy 8

Energy Banking Chemicals Globalization 8

Harvard Business Review

AUGUST 23, 2016

Republicans generally favor developing a pipeline of diverse candidates through director advocacy and mentorship, while Democrats are more likely to favor requiring that every director slate include diverse candidates, or that boards implement targets for diverse membership. chemicals, metals & mining, paper & forest products).

Politics 8

Politics Committee Telecommunications Diversity 8