Harvard Business Review

SEPTEMBER 21, 2018

This isn’t all that surprising given the level of innovation activity in these sectors, but directors operating in similarly disrupted sectors should take note. Just over one-fifth (22%) of boards operating in the IT and telecom industry sought tech expertise when filling their most recent board seat, higher than in any other industry.

Innovation 10

Innovation Short-term Telecommunications Long-term 10

Harvard Business Review

JUNE 7, 2016

Operations in a Connected World. 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. Insight Center. Sponsored by Accenture.

Company 8

Company Apparel Incentives Retail 8

Harvard Business Review

MARCH 30, 2017

Sears Holdings has indicated that “substantial doubt” exists about its ability to continue operations. CEO Eddie Lampert’s alienating management style and lack of retail prowess has prompted a mass exodus of executives and has left the company with few leaders who really care about the brand.

Retail 8

Retail Brand Airlines Apparel 8

Harvard Business Review

NOVEMBER 30, 2016

For our recent book we studied companies from a broad range of industries that operate this way, including Apple, CEMEX, Danaher, Haier, IKEA, Inditex (known for its Zara apparel business), Starbucks and many others. Danaher, similarly, has good relationships with activist investors.

Management 8

Management Short-term Constraint Apparel 8

Harvard Business Review

APRIL 27, 2015

“They advised us to retain that as a strong part of who we are,” said Paul Choquette, a fifth-generation Gilbane who runs the Mid-Atlantic operation. billion, operated in an average of 15 countries, and had an average of 12,000 employees. “There’s a feel to a family business that clients in our space like.

B2B 8

B2B Press Release Construction Brand 8

Harvard Business Review

JUNE 22, 2012

But CEOs can't rely on cost-cutting to keep their profit momentum going — it's gone about as far as it can at most companies. Some senior leaders simply lean harder on their operating units, increasing their targets and demanding more growth. companies would show no earnings growth in the early part of this year.

Retail 11

Retail Long-term Short-term Apparel 11

Harvard Business Review

DECEMBER 11, 2018

Workfront CEO Alex Shootman says digitization is happening in most companies on a function-by-function basis, leaving teams to work in silos instead of executing new strategies together. And today I’m talking with Alex Shootman, President and CEO of Workfront. Let’s say it’s an apparel company, right.

Content 8

Content Crisis Apparel Learning-by-Doing 8

Harvard Business Review

OCTOBER 18, 2018

Lance Best, the CEO of Barker Sports Apparel, was meeting with Nina Kelk, the company’s general counsel, who also oversaw human resources. Five years earlier, when he’d stepped into his role, he’d been focused on growing the company that his father, Eric — the previous CEO — had founded.

Case Study 13

Case Study Team CFO Merchandising 13

Harvard Business Review

OCTOBER 3, 2012

Among its intimate apparel store peers — who are in the business of helping women find the perfect undergarments through a sometimes thrilling and at other times exasperating process — Journelle stands out. Journelle in New York City is no ordinary store. inventory counting) from sales staff.

TSR 15

TSR Apparel Consultative Uncertainty 15

Harvard Business Review

DECEMBER 22, 2015

For example, the Spanish apparel retailer Inditex, known for its clothing brand Zara, has turned the fashion industry on its head by perfecting its capabilities in fast, fashion-forward design and rapid-response manufacturing. Operating as these companies do takes a lot of confidence.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

NOVEMBER 19, 2015

For every Apple, there is an Atari, for every Fuji a Polaroid, and for every Zara an American Apparel. This can be quantified by analyzing the extent to which the share prices of S&P 500 firms are driven by a firm’s present value of future growth options (PVGO) rather than cash flow from current operations.

Company 8

Company Succession Maturity Long-term 8

Harvard Business Review

OCTOBER 28, 2014

On those grounds, he says, things look bad not just for Sears and all large chain stores, which before the war were considered a threat to so many Americans’ dreams of setting up their own independent local retail operations. It all seemed so big and complex and out of control. We felt defeated and powerless.”.

Retail 9

Retail Quinn Real Estate Apparel 9

Harvard Business Review

JANUARY 5, 2018

USC’s John Boudreau, CEO adviser Ram Charan, and consultants at Bain & Company , McKinsey, and Korn Ferry have made similar arguments. The chief marketing officers at consumer products companies, the heads of design at luxury apparel companies, and the heads of logistics at large retailers are cases in point.

McKinsey 8

McKinsey Human Resources Reputation Brand 8

Harvard Business Review

DECEMBER 6, 2013

Here, Try Some Nixon and Kimchi: How the Garment Industry Came to Bangladesh Planet Money I admit it: The reference to Nixon and kimchi in the headline got me to read it, but this piece on how Bangladesh came to be a world center for apparel manufacturing held my interest. You''d better believe that Bangladesh is involved.

CTO 8

CTO Apparel Ryan Proposal 8

Harvard Business Review

JUNE 17, 2016

Consider the sports apparel company Under Armour. Starbucks, for example, has a strong presence because CEO Howard Schultz, deliberately developed a growth plan grounded in its capabilities. Its goals are extremely ambitious; it is not just a pioneer in developing new fabrics for active wear, but in developing wearable electronics.

Company 8

Company Engineering Apparel Survey 8

Harvard Business Review

JUNE 16, 2015

Social media evangelists tell CEOs they need to stop focusing so much on driving sales and “connect instead of promote.” In the apparel industry, companies choose one path or the other between high-tech and high touch. Transactions and relationships. The only hope seems to be make our technology appear more human.

Chief Operating Officer 8

Chief Operating Officer Apparel Marketing Porter 8

Harvard Business Review

OCTOBER 3, 2012

Among its intimate apparel store peers — who are in the business of helping women find the perfect undergarments through a sometimes thrilling and at other times exasperating process — Journelle stands out. Journelle in New York City is no ordinary store. inventory counting) from sales staff.

TSR 8

TSR Apparel Consultative Uncertainty 8

Harvard Business Review

FEBRUARY 27, 2017

This remains a CEO’s prime responsibility, and it has become much harder in an era defined by lower growth, impatient investors, geopolitical uncertainty, and rapid technological change. Microsoft CEO Satya Nadella recently said: “How do we create AI to augment human capabilities and enhance the human experience?

Globalization 8

Globalization Supply Chain Human Capital Long-term 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. In fact, she literally wrote the book on it.

Airlines 8

Airlines Energy Self-aware Learning Curve 8

Harvard Business Review

JUNE 26, 2017

Alan Kurtz, MMC’s chief operating officer, was standing off to the side, and she moved to join him, but a racer intercepted her. She’d joined the company six weeks before, following a long stint as CMO of Atawear, a high-end sports apparel company. “Do you work for Mendoza?” ” he asked, sounding annoyed.

Case Study 8

Case Study Brand Proposal Chief Operating Officer 8

Harvard Business Review

DECEMBER 20, 2011

CEO Peter Loscher declared Germany's plans to move aggressively toward renewables "the project of the century.". So it's no wonder that business started to wake up to the serious danger that storms and shortages present to their operations, both from direct damage to property and from massive production interruptions (i.e.,

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

NOVEMBER 17, 2017

For decades, we’ve often thought of leadership profiles in unique buckets—two popular varieties were the “visionaries”, who embrace strategy and think about amazing things to do, and the “operators”, who get stuff done. It just does not work.” receive stock options and health insurance.

Execution 15

Execution Strategy How To Budgeting 15

Harvard Business Review

JULY 1, 2011

There are three reasons why CEOs should be tapping their Head of Supply Chain to unlock these benefits, not their Head of Sustainability. The Sustainable Apparel Coalition offers a glimpse of one such effort. Businesses need a supplier engagement program and suppliers must have a good reason to engage.

Supply Chain 14

Supply Chain Apparel Management Retail 14

Harvard Business Review

MARCH 9, 2016

His prize, Victoria’s Secret, will generate $8 billion in revenue this year and operates in a dozen countries. They operated on shoestrings. Today, Leslie Wexner is CEO, chair, and founder of L Brands, a $25 billion market cap company with two primary brands, Victoria’s Secret and Bath & Body Works.

Brand 8

Brand Merchandising Chief Financial Officer Retail 8

Harvard Business Review

APRIL 21, 2017

Apple, which already sources renewable energy for nearly all its operations, announced that three more suppliers were committing to 100% renewable energy. In apparel, this is more than aggressive. Disclosure: I’ve done paid speaking for executives at Walmart and Apple.).

Supply Chain 10

Supply Chain Health Care Apparel Leadership 10

Harvard Business Review

DECEMBER 19, 2014

Both in response and pre-emptively, the world’s leading companies continued to aggressively pivot their businesses toward more sustainable and innovative ways of operating. And citizens, using new social media tools and old-fashioned marches, rose up to drive change. And it’s also good business.

Chemicals 13

Chemicals Short-term Energy Report 13

Harvard Business Review

DECEMBER 20, 2016

His choice for Secretary of State is the CEO of ExxonMobil, a company that has, for decades, attacked climate science when it knew better. Nine big brands with operations in Ohio publicly pressed the state to reinstate energy efficiency and renewable energy portfolio standards. And so, after a divisive U.S.

Energy 8

Energy Banking Chemicals Globalization 8

Harvard Business Review

DECEMBER 18, 2012

Some parts of the agenda — eco-efficiency and resource conservation for example — are widely accepted now, and it's rare to find a big-company CEO who doesn't have sustainability on his or her radar. Keeping the apparel theme, um, running, check out Nike's new shoe with FlyKnit technology. So many stories, so little time.

Supply Chain 10

Supply Chain Constraint P&L Energy 10

Harvard Business Review

AUGUST 23, 2016

Boards of companies operating in the consumer discretionary industry have a disproportionately high representation of Democrats, while boards operating in the industrials and energy and utilities industries skew more Republican. apparel, automobiles, retailing, media, hotels, restaurants & leisure); Consumer Staples (e.g.,

Politics 8

Politics Committee Telecommunications Diversity 8