Commitment Marketing Resistance Supply Chain 
Strategy Driven
JUNE 29, 2016
Instead, longevity is based on entrepreneurial thinking and innovation – in exploring ways to adapt corporate and business strategies in response to market, technological, and social and cultural change. Resistance from Within. The most significant hurdle by far is resistance to change from within. Resistance from the Supplier.
Harvard Business Review
JUNE 30, 2016
We were reminded of this a few years ago, when we studied a major European conglomerate with more than 50 distinct businesses spread across dozens of markets. No one “owned” the full supply chain, and as a result it was leaky, unreliable, hard to trace and rife with corruption. We soon figured out why.
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Harvard Business Review
MAY 29, 2014
We have also committed to economically empowering 5 million women by 2020. Restructuring a company to focus on sustainability doesn’t happen overnight, so how long did it take to get everyone on board and how did you deal with any resistance to change? Because of this importance, we didn’t really experience any resistance.
Harvard Business Review
JUNE 23, 2017
D&A should be the pulse of the organization, incorporated into all key decisions across sales, marketing, supply chain, customer experience, and other core functions. Increase market share? Cultural resistance can also become a bigger obstacle than anticipated. Jumpstart process and cost efficiency?
Harvard Business Review
JANUARY 27, 2017
His group’s data science, procurement, and supply chain teams crafted algorithmic ensembles that, by all measures and simulations, would save hundreds of millions. Even better, they would respond 10 times faster to market moves than existing processes while requiring minimal human intervention. All-In Autonomy.
Harvard Business Review
SEPTEMBER 19, 2016
economic and security commitment to the Asia-Pacific. Many Americans would like to help developing economies grow, especially if their higher incomes and stronger global supply chains boost U.S. companies have had to boost productivity with new technologies and supply chains, while offering new products.
Harvard Business Review
APRIL 25, 2014
As his firm grew, he undervalued and underpaid the executives who ran the supply chain and finance departments. The CEOs of midsized firms are often reluctant to commit major funding to any operational or IT infrastructure item that isn’t immediately necessary to keep their key customers’ business.
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