N2Growth Blog

SEPTEMBER 28, 2020

First, they must know how to effectively scale people—helping key individuals make a massive impact across the entire organization. Preceding this, Reichanadter was the Senior Vice President of Human Resources at E2open, an intelligent supply chain provider, for nearly nine years. “What makes a great CHRO, great?

Human Resources 469

Human Resources Globalization Diversity Resources 469

Eric Jacobson

DECEMBER 29, 2020

For more advice on how to lead your organization through the pandemic, see Grossman’s new (free) ebook, 12 Tips for Employers to Navigate the Future World of Work. Institute the agility that is needed in a fast-changing environment. COVID-19 doesn't discriminate. It affects every person from executive to staff.

Leadership 65

Leadership Uncertainty Long-term Supply Chain 65

Harvard Business Review

NOVEMBER 27, 2018

But disruption also breeds cultural tensions — as the digital ambitions of the enterprise conflict with longtime operating objectives and create competing priorities that employees don’t know how to balance. The more tension employees feel, the more stressed they are and the worse their performance becomes.

Supply Chain 8

Supply Chain Content CIO Business Model 8

Harvard Business Review

MARCH 29, 2013

Consider Tesco , one of the world's largest retailers with over 500,000 employees, which has spent the last three decades improving its supply chain processes, and the last two decades collecting and analyzing customer data. They continued to use insights from Clubcard to regularly adjust offers, tweaking the supply chain accordingly.

Customer Intimacy 8

Customer Intimacy Operations Supply Chain Transportation 8

Harvard Business Review

JUNE 14, 2018

Sell the same stuff at higher margins: Cut production and delivery costs, automate for efficiencies, cut fat in the supply chain or manufacturing, and utilize robots. Sell stuff in a new way: Reimagine how to go to market by creating new revenue streams, channels, and ways of creating value. New experiences. New models.

Company 15

Company Budgeting Supply Chain Innovation 15

Harvard Business Review

FEBRUARY 13, 2018

That’s why it’s imperative to step up and build the capability to innovate and be agile across the entire enterprise. Yes, employees might need training in data analytics and coding, but they also need to learn design thinking, empathy mapping, and how to turn data into insights. To do that, begin to shift your thinking.

Supply Chain 8

Supply Chain Content Agility Human Capital 8

Strategy Driven

JUNE 3, 2021

Your supply chain plays a huge role in your success. Prior to COVID19, it seemed like nothing could stop the trend towards leaner, more agile businesses. Agility is still a highly desirable trait in many, if not all, businesses. Try to build flexibility into your business.

Strategy 109

Strategy Long-term Supply Chain Transportation 109

Harvard Business Review

DECEMBER 19, 2016

On one hand, pure cost-based strategies are now rarely viable because the forces of automated production, mass customization, global supply chains, direct channels, networked devices, etc., Focusing on one at the expense of the other is no longer a choice.

CEO 8

CEO Supply Chain Disruptive Innovation P&L 8

Harvard Business Review

DECEMBER 5, 2011

Knowing when and how to act as the water around you gets hot. As a result, these retailers are cutting costs today, planting growth seeds for tomorrow, and setting the stage for accelerated strategic agility well into the future. So retailers manage their supply chains and overhead costs with a tight fist.

Retail 14

Retail Apparel Supply Chain Agility 14

Harvard Business Review

NOVEMBER 15, 2017

The retailers left standing are those that figure out how to treat disruption as business-as-usual in an industry accustomed to slow, strategic planning. Once given permission to “think the unthinkable” via cross-functional teams, retailers can often realize material impacts on agility and costs.

Retail 10

Retail Chief Executive Officer Supply Chain Operations 10

Harvard Business Review

MARCH 23, 2011

As a result, the risk-reward ratios that we take for granted, such tight global supply chains, may no longer make sense. We need to learn how to create option "C" to fit problem "Z.". It's not a matter of training to choose option "A" or "B." But did it slowly over several days by extending overhead wires.

Uncertainty 13

Uncertainty Supply Chain Scenario Planning Sharpe 13

Harvard Business Review

NOVEMBER 22, 2017

There’s no question that legacy IT systems are too slow and rigid for the agility that digital business demands. How to Design Your IT Organization for Constant Evolution. How to Find and Hire the Right Digital Talent for Your Organization. The Questions IT Should Be Asking to Empower Employees.

Technology 8

Technology Organization Content Supply Chain 8

HR Digest

JANUARY 7, 2020

Expert Q&A with Jason Tyszko on how to raise the skills of your employees to meet upcoming automation challenges. . It requires employers, educators, government administrators, and not-for-profit organizations to come together to develop plans to help people become more resilient, capable, and agile.

Diversity 111

Diversity Education Supply Chain Learning-by-Doing 111

Harvard Business Review

JULY 18, 2016

How to Develop the Trust-Building Skill. This division was far outside his area of expertise—and his peers in supply chain, sales, and R&D knew it. This lack of trust prevented him from attacking challenges with speed and agility because his peers constantly questioned his decisions.

Supply Chain 8

Supply Chain Commitment Report Skills 8

Harvard Business Review

MAY 16, 2017

With any cyber threat, the first and last line of defense is prepared leaders and employees, whether they are inside an organization or part of an interconnected supply chain. To prepare for and prevent the cyberattacks of the future, firms need to balance technological deterrents and tripwires with agile, human-centered defenses.

Training 10

Training Supply Chain Agility Risk Management 10

Harvard Business Review

SEPTEMBER 10, 2014

” Choices about whether and how to use money to remedy social problems should be left to individuals, he argued, who would be in better position to provide it if they were not being in effect taxed by corporate managers who thought they had better ideas for how to spend it. Shredded vertical supply chains.

Supply Chain 12

Supply Chain Bureaucracy Short-term Agility 12

HR Digest

JUNE 1, 2023

This required a complete overhaul of the flow of goods, supply mechanisms, and store floorplans. The shift to e-commerce also meant that IKEA had to learn how to operate at two speeds, as traditional stores have set hours, while online stores are open 24/7.

Retail 52

Retail Supply Chain Agility Ethics 52