Harvard Business Review
FEBRUARY 15, 2012
Among other skills, he wanted to find executives who had the wisdom to know when the organization needed to be fundamentally changed and shaken up — and when the organization needed time to incorporate prior changes. A few years ago, Brad Anderson , then CEO of Best Buy, told me something both provocative and profound.
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. The next morning, Lance was in his office when he got a text from Jhumpa, the head of product and merchandising: Can you talk? It’s not a skill you’re born with.
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Harvard Business Review
SEPTEMBER 3, 2015
Or they can run them in a way that leverages a skilled, capable, motivated workforce. There are also differences in the merchandise mix of different companies. Executives have a choice in how they run their operations. They can run them in a way that uses people as interchangeable parts. Both ways can be profitable.
Harvard Business Review
AUGUST 6, 2014
The previous year the company had generated more than $4 billion in gross merchandise sales through its platform, yielding about $50 million in revenue. Only legal, finance, and human resources still reported back to headquarters. Alibaba was based in the south, in Hangzhou, and had about 2,400 employees.
Harvard Business Review
JUNE 26, 2017
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. For example, at a grocery store chain I worked with, employees were steeped in an operations culture that valued efficiency and productivity.
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