Harvard Business Review

JULY 31, 2017

Retailers combine data on demographics and weather to predict sales and develop merchandising plans. One area so far relatively untouched is change management. The combination of predictive analytics, large data sets, and the processing power of today’s computers is starting to transform change management.

Marketing 8

Marketing Root Cause Analysis Management Supply Chain 8

Harvard Business Review

JULY 17, 2015

’” Purpose might have informed the management of two failed brands – Blockbuster and Radio Shack — differently. Because Blockbuster could no longer deliver on its purpose in a relevant way, its managers should have euthanized that brand long before it drained shareholder value and became the butt of jokes.

Brand 8

Brand Merchandising Retail Real Estate 8

Harvard Business Review

FEBRUARY 15, 2012

A few years ago, Brad Anderson , then CEO of Best Buy, told me something both provocative and profound. Given the unrelenting pace of change surrounding organizations in virtually every industry, companies are looking for executives who know how to innovate and introduce change, not simply caretakers who can manage the status quo.

Innovation 15

Innovation Merchandising How To Proposal 15

Harvard Business Review

JANUARY 27, 2017

Charismatic CEOs enjoy leading and inspiring people, so they don’t like delegating critical business decisions to smart algorithms. At some of the world’s most successful enterprises — Google, Netflix, Amazon, Alibaba, Facebook — autonomous algorithms, not talented managers, increasingly get the last word.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 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. ” This Mess.

Case Study 11

Case Study Team CFO Merchandising 11

Harvard Business Review

APRIL 11, 2013

Penney''s CEO was a catastrophe — an assessment captured in the coverage of his ouster this week: "Former Apple Retail Guru Dumped;" "How Ron Johnson Made JCPenney Even Worse;" and my favorite: "I Am Become Ron Johnson, Destroyer of Worlds." I want merchandise that people will desire. Innovation Leadership Retail'

Merchandising 8

Merchandising Retail Gordon Price 8

Harvard Business Review

NOVEMBER 15, 2017

Companies often pull together teams made up of technologists and front-line managers to continuously test and refine paths to progress, remove obstructions, and keep things on track. When CEOs lead these meetings, teams can raise any issues, big or small, and get them resolved in minutes. Engage executives in continuous small sprints.

Retail 9

Retail Chief Executive Officer Supply Chain Operations 9

Harvard Business Review

MAY 5, 2016

Aggravated and depressed by the decline of their core memory business in the 1980s, Intel’s top management struggled for strategic clarity. ” That clean-sheet perspective emboldened Intel’s leadership to abandon memory and focus on microprocessors.

Levitt 8

Levitt Disaggregation Kaizen Call Center 8

Harvard Business Review

APRIL 1, 2016

When CEO Brian Cornell took the reins two years ago, he inherited a company that had been struggling for years, taking far too few risks, and sticking too close to the core. Successful leadership isn’t just about the leader, it’s about the team. “Why are we doing it that way? .”

Diversity 8

Diversity Retail Discount Brand 8

Harvard Business Review

JULY 13, 2016

But some manage to keep or regain it—they rejuvenate. But Disney CEO Bob Iger had no intention of following the standard “integrate and standardize” route, saying : “There is an assumption in the corporate world that you need to integrate swiftly. In short, they lose their exploratory drive.

Film 8

Film Merchandising Creativity Short-term 8

Harvard Business Review

AUGUST 11, 2015

Mauro Porcini is PepsiCo’s Chief Design Officer—the first to hold the position—where he oversees design-led innovation across all the company’s brands under CEO Indra Nooyi. So, you need a leader who can manage all the different phases of design in a very smart way—someone with a holistic vision.

Organization 8

Organization Brand Six Sigma Innovation 8

Harvard Business Review

SEPTEMBER 4, 2015

However, CEOs often don’t have the career background and education that would equip them to personally lead the process of new product development. So, to achieve higher performance, should company boards and investors choose CEOs with the expertise that would better qualify them to lead innovation?

CEO 8

CEO Innovation Pharmaceuticals Merchandising 8

Strategy Driven

APRIL 4, 2014

92% of all business mistakes may be attributed to poor management decisions. 70% of corporate CEOs think that business is too much focused on the short-term. Employee theft and shoplifting accounting for 15% of the retail cost of merchandise. The average person and organization changes 71% per year.

Budgeting 82

Budgeting Succession Consultative Crisis 82

Harvard Business Review

AUGUST 6, 2014

In May of 2005, Yahoo CEO Terry Semel, cofounder Jerry Yang, corporate development executive Toby Coppel, and I — I was then chief financial officer of the Silicon Valley internet company — went on what would turn out to be a fateful trip to China. The company was owned by management, venture capitalists, and SoftBank.

Chief Financial Officer 9

Chief Financial Officer Operations Learning-by-Doing IPO 9

In the CEO Afterlife

NOVEMBER 4, 2012

As fast as we could pin an idea on the wall, some red-faced account manager in a bad suit would run away with it. Economically I probably helped shift some merchandise. Then before we knew it, we were eating Pot-Noodles at our desks, and taking it in turns to go home and see our kids before they went to bed.

Advertising 265

Advertising Creativity Industry Bottom-up 265

Harvard Business Review

MARCH 8, 2011

When we speak to CEOs who are new to their role, they invariably talk about their legacy. All too soon, however, the demands of managing the near-term business take over. Many CEOs put legacy issues on hold, and concentrate instead on making their quarterly growth targets. This is in their interest as well.

Merchandising 14

Merchandising Budgeting Pharmaceuticals CEO 14