Apparel Human Resources Operations 
N2Growth Blog
SEPTEMBER 28, 2020
These Human Resource leaders represent the top 25 human resources leaders shaping careers, culture, and talent at the world’s most innovative people driven companies. Put simply, how do you judge the success of a chief human resources officer, and who qualifies for the 2020 Top CHRO List?
In the CEO Afterlife
APRIL 24, 2017
Today, 40% of Nike’s revenue comes from apparel and sporting goods. What’s left in apparel and sporting goods is a good strategic fit with Nike’s operations. Mired in the complexity of an unrelated product line, Campbell’s leaders keep plugging along trying to do more of the same, only better. They are kidding themselves.
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Harvard Business Review
MAY 26, 2016
Workers specialize in simple, highly routinized operations. They are incentivized to complete operations as quickly as possible. Operations in a Connected World. In the mid-2000s, Nike embarked on a program to introduce lean manufacturing to its apparel suppliers in the developing world. Insight Center.
Harvard Business Review
JANUARY 5, 2018
For more than a decade, leading human resource strategists have hit on a recurring theme: You want your star players working in the roles that matter most to the business. That makes retaining them very different from retaining someone who wants to scale the corporate hierarchy by managing increasingly larger operations.
Harvard Business Review
JUNE 8, 2018
Like many competitors in the apparel industry, Vineyard Vines has kept their operations lean in order to preserve operating margins. This means that they simply do not have the human resources to perform the onerous data analysis and behavioral segmentation needed to inform true one-to-one marketing.
Harvard Business Review
DECEMBER 11, 2018
They’ve treated human resources and human resource management as a tier-one asset. And we’re seeing these business leaders of tomorrow they’re really championing a new operating model of work. Let’s say it’s an apparel company, right. Angelia Herrin, HBR.
In the CEO Afterlife
MARCH 18, 2015
Back in the ‘90s, LEGO had cluttered its corporate structure with the complexity that comes with acquiring a variety of businesses from apparel to theme parks. This vision establishes the principles for running a simple operation. Management power rests with focused strategies on two product categories, athletic shoes and apparel.
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