Joseph Lalonde
JUNE 1, 2018
If retail operations can more reliably keep their discretionary relationships with people who have to pay for that relationship than we can with our employees, who earn their livelihood with us, we need to take a serious look at how we’re creating the environment for those relationships. I’m going to create an opportunity. Don’t you think?
Harvard Business Review
APRIL 6, 2016
The latest nuclear reactor designs, promising higher safety, longer operating life, and lower operating costs, cost up to $25 billion after factoring in the huge budget overruns. The common idea behind these models is that the company does not have to be the (full) owner of the asset to be its (sole) operator.
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Harvard Business Review
NOVEMBER 30, 2011
Out of the 35 categories it carried, it chose fashion bedding, designed localized assortments for five store clusters and was thrilled to see an 18% increase in revenues. It next applied the same process to fashion bath, got no revenue lift, and abandoned its localization effort. The result: a 5.8% revenue increase.
Harvard Business Review
DECEMBER 7, 2017
The goal of ARD is to produce denim in a sustainable way by tackling the three main ecological issues the industry faces: water, energy, and chemicals. The initiative will also focus on areas such as children education, and health and nutrition, from access to school to working mothers’ ability to breastfeed.
Harvard Business Review
JANUARY 26, 2015
The concepts of lifetime employment and generous employee benefits are seen as old-fashioned throwbacks to paternalism. When we were aiming to close a small chemical-dependency hospital in 2013, for example, we looked hard into unmet needs in the area. My own workplace is an example. We’ve certainly had to change too.
Harvard Business Review
MAY 20, 2013
Employees at semiconductor-chip-maker Intel recently devised a new chemistry process that reduced chemical waste by 900,000 gallons, saving $45 million annually. Another team developed a plan to reuse and optimize networking systems in offices, which cut energy costs by $22 million.
Harvard Business Review
JUNE 17, 2016
If you start with your own capability-based growth engine, you’ll tend to move outward from your core in a deliberate fashion. Haier’s engine for growth developed over years; it is the heart of the company’s identity. You’ll start with in-market leverage, growing within your core.
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