Harvard Business Review

JANUARY 27, 2017

At one American retailer, an autonomous ensemble of algorithms replaced the entire merchandising department. They frequently find the technologies are less of a hassle than the people. It’s a different kind of engineering.” Human leadership defers to demonstrable algorithmic power. All-In Autonomy.

Outsourcing 8

Outsourcing Software CAPEX Competitive Advantage 8

Harvard Business Review

AUGUST 6, 2014

In hindsight, this thinking turned out to be far less important than what we learned about leadership, control, and trust, which ultimately were reflected in how each of the businesses was created, capitalized, and staffed. search engine company Inktomi in 2002. Ma and the Alibaba leadership team would retain management control.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10

Harvard Business Review

SEPTEMBER 4, 2015

This would mean, for example, working in R&D to lead pharma innovation, new product development for high tech, and product design or merchandising for fashion retail. For example, Qualcomm’s CDMA mobile technology was a breakthrough that led to its IPO in 1991. It’s why CEO Michael Balmuth is the no.

CEO 8

CEO Innovation Pharmaceuticals Merchandising 8

Harvard Business Review

JUNE 26, 2017

Each of these companies has aligned and integrated its culture and brand to create a powerful engine of competitive advantage and growth. As the industry moved toward an emphasis on customer service and merchandising, the company fell behind, because its employees were focused more on increasing inventory turns and sales per square foot.

Brand 8

Brand Company Operations Merchandising 8