Eric Jacobson

NOVEMBER 12, 2014

It’s been a battle to personally keep my focus on where I’m ultimately moving the company while trying to handle budgets, customer-service relationships, inventory management, and marketing. We have our apparel releases planned for the next year, but always take into account ideas people have or suggestions for colors.

Entrepreneur 91

Entrepreneur Advice Apparel Audience 91

Eric Jacobson

MAY 11, 2021

If you launch a beverage brand or a fashion apparel company, industry experience is super valuable. If they’ve been a product manager or a salesperson in the past, they’ll be better able to recruit individuals to lead that function for their startup. Prior functional experience can be very valuable for an entrepreneur.

Succession 65

Succession Entrepreneur Case Study Apparel 65

Strategy Driven

NOVEMBER 11, 2016

The first lesson of leadership: it is not about you. The essence of leadership is the ability to influence others. The second lesson of leadership: debate facts, not feelings. The third lesson of leadership: actions matter, reasons don’t. The fourth lesson of leadership: let followers take small steps.

Apparel 88

Apparel Motivation Influence Quality 88

Coaching Ourselves

MARCH 6, 2019

Gildan is one of the world’s largest vertically-integrated manufacturers of basic apparel with over 50 000 employees worldwide. Gildan uses CoachingOurselves, the approach created by Henry Mintzberg and Phil LeNir, as part of their leadership development program for managers with over 113 participants, in more than 8 countries. _.

Case Study 30

Case Study Globalization Mintzberg Apparel 30

Eric Jacobson

JANUARY 22, 2012

You can learn from Recreational Equipment Incorporated , better known as REI -- an outdoor gear and apparel co-op. Are you a leader who is struggling with how to write your company's core values?

Reis 66

Reis Examples Apparel Ethics 66

In the CEO Afterlife

AUGUST 7, 2011

Leadership. by John • August 7, 2011 • Human Resources , Leadership , Life • 0 Comments. Beyond my recreational life (weapons of choice being a tennis racquet or a golf club - on a good day I use both), I’m writing about business leadership, branding and life. Leadership. In the CEO Afterlife. Visionary.

CEO 100

CEO Golden Parachute Welch Human Resources 100

In the CEO Afterlife

AUGUST 23, 2011

Leadership. My intent was to write about business, life and writing - 30 posts later, I’ve managed but one post on life (Lessons from 9-year Olds) and one on writing (Branding the Aspiring Novelist). Leadership. In the CEO Afterlife. Main menu Home. Distant Replay: My Mid-Life Crisis. Back in February, I started blogging.

Crisis 100

Crisis CEO Brand Apparel 100

Steve Farber

OCTOBER 25, 2016

And we know his latest venture, men’s sports apparel startup, Qor (pronounced “core”), is already achieving over 30% yearly growth in part because it’s replicating the Athleta culture of caring. Teno is hesitant to tell others what they “should” or “should not” do. It’s alchemy.”

Apparel 40

Apparel Energy Workshop Sports 40

Eric Jacobson

MAY 25, 2014

Then Dov Charney at American Apparel, who taught me everything I know about business today. Eric Jacobson on Leadership and Management Leadership Ryan Holiday The Obstacle Is The Way' If I had to choose someone else, I might pick a great philosopher like Marcus Aurelius or Epictetus.

Ryan 55

Ryan Apparel Crisis Learning-by-Doing 55

Harvard Business Review

MARCH 29, 2012

Sometimes, the measures managers use to guide their decisions stop making sense. Here's the upshot of that: because TV executives are encouraged to manage to that measure, they achieve better performance on paper but worse—wait for it—in reality. But mega firms don't have a monopoly on leadership.

Meyer 15

Meyer Leadership Metrics Apparel 15

Harvard Business Review

MAY 28, 2013

Not innovation, risk management, technology, debt, or the regulatory environment. Corporate directors identified talent management as their single greatest strategic challenge. We know that organizations commit enormous resources and effort to talent management, so why aren''t they doing a better job? Not competitive threats.

Talent Management 8

Talent Management Company Telecommunications Management 8

Harvard Business Review

NOVEMBER 22, 2017

An “operating model” — how a company organizes and manages its resources to achieve its strategic ambitions — is the bridge between strategy and execution. Second, they’re specific enough to help senior management make trade-offs. Yet change they must.

Strategy 8

Strategy Company Banking Apparel 8

Harvard Business Review

NOVEMBER 17, 2017

For decades, we’ve often thought of leadership profiles in unique buckets—two popular varieties were the “visionaries”, who embrace strategy and think about amazing things to do, and the “operators”, who get stuff done. Adam Pretty/Getty Images. It just does not work.” Execute the strategy.

Execution 16

Execution Strategy How To Budgeting 16

Harvard Business Review

APRIL 25, 2017

” Scholarly publications like the Journal of Management Studies put out calls for new research that could inspire enterprise-level change. It’s an apparel manufacturer called 99Degrees Custom. Perhaps my favorite example is the MIT Inclusive Innovation Challenge.

Drucker 9

Drucker Apparel Chemicals Globalization 9

Harvard Business Review

JUNE 3, 2013

Where was its leadership bench? What kind of signal did this choice send to P&G''s top managers? Is the problem that P&G produces outstanding specialists in marketing but not general managers who can run the business? We now see they are also struggling to do a good job managing their own talent responsibilities.

Succession 8

Succession Telecommunications Biotechnology Real Estate 8

Harvard Business Review

DECEMBER 22, 2015

Instead, leaders of these companies excel at five unconventional acts — management practices that contradict conventional wisdom. Second, many managers assume they should adopt the best practices of their industry and treat external benchmarking as the established path to success. First, these companies commit to an identity.

Execution 8

Execution Strategy Fashion Apparel 8

Harvard Business Review

APRIL 8, 2015

As the projector bulb warmed up for the ritualized theater of yet another senior management meeting, Gerstner walked to the front of the room, turned off the machine and said, as politely as he could: “Let’s just talk about your business.” The workshop did not include a single PowerPoint slide or digital simulation.

Team 8

Team Supply Chain Workshop Drucker 8

In the CEO Afterlife

MARCH 18, 2015

This can mean expanding product lines, entering new markets and geographies, line extending brands, acquiring new businesses, creating projects, and adding layers of management to manage the self-created complexity. Management power rests with focused strategies on two product categories, athletic shoes and apparel.

Apparel 100

Apparel Brand Franchising Competitive Advantage 100

Harvard Business Review

AUGUST 2, 2013

But there is another leadership role that has arisen in many organizations in recent years: the Chief Digital Officer (CDO). Whatever approach you choose, you need to create appropriate levels of digital technology synergy, brand integration, investment coordination, skill development, vendor management, and innovation over the long term.

CIO 8

CIO Technology Apparel Information Technology 8

Harvard Business Review

MAY 8, 2012

And this charge will, in theory, move managers to make greener choices. And more recently, athletic apparel company Puma (working with my colleagues at PwC and the UK's TruCost) produced an " environmental P&L " which measured the "real" cost of carbon and other environmental inputs like water. He's absolutely right.

Price 15

Price P&L White Paper Energy 15

Harvard Business Review

NOVEMBER 19, 2015

For every Apple, there is an Atari, for every Fuji a Polaroid, and for every Zara an American Apparel. ” Only few firms manage to be ambidextrous—most struggle to maintain a healthy balance between exploration and exploitation. Some firms manage to maintain this dual discipline as they grow. points p.a.,

Company 8

Company Succession Maturity Business Model 8

Harvard Business Review

APRIL 1, 2016

Companies far outside the tech world are using these intense brainstorming and development sessions to stir up new ideas on everything from culture change to supply chain management. Armed with this information, the company developed prototypes for new tools that aim to help millennials avoid financial pitfalls and manage their money better.

Supply Chain 8

Supply Chain Banking Brainstorming Participative 8

Harvard Business Review

JANUARY 25, 2013

She started an eponymous foundation focused on understanding a better way for the economy to manage its resources. We have three billion new middle class consumers coming into the world and there's more and more pressure to find out how to manage these resources. The third was around thought leadership. I had no experience here.

Company 10

Company Apparel Engineering Welch 10

Harvard Business Review

OCTOBER 28, 2014

In a pattern that would become familiar to today’s innovation thinkers, Worthy reports, “the then managements of Sears and Wards alike failed to grasp the significance of these new developments.”. Competition Leadership Retail' But then “Sears found the answer first,” Worthy reports, in 1924. We felt defeated and powerless.”.

Retail 9

Retail Quinn Real Estate Apparel 9

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. “I did talk to that leadership development firm last year,” he said. Lance knew that as part of this process he’d need to examine his own leadership. “OK.

Case Study 14

Case Study Team CFO Merchandising 14

Harvard Business Review

DECEMBER 20, 2016

I’ve found that managers who fully embrace a superconsumer strategy learn more from their consumers through increased empathy. These managers are more persuasive at getting buy-in from the leaders in their organization, make better strategic decisions, and achieve more stable, more predictable, and longer-term growth.

Airlines 8

Airlines Energy Self-aware Learning Curve 8

Harvard Business Review

DECEMBER 17, 2014

And the more growth opportunities stretch beyond a company’s current capabilities, the more the company needs to build systems to manage the unique nature of these opportunities (the kind we describe in more depth in our recent article “ Build an Innovation Engine in 90 Days ” and our 2012 e-book Building a Growth Factory ).

Innovation 9

Innovation Company Venture Capitalist Business Model 9

Harvard Business Review

FEBRUARY 27, 2017

Toward a New Leadership Agenda. We already see companies localizing time-sensitive and highly customizable forms of production to move closer to customer demand, particularly in the fast apparel (Adidas, Zara) and automotive (Tesla) industries, thus turning global supply chains into two-way streets. Essential background.

Globalization 8

Globalization Supply Chain Human Capital Long-term 8

Harvard Business Review

DECEMBER 20, 2011

The best analysis of the resource scarcity mega-trend came from asset manager Jeremy Grantham. On the use side of the water issue, companies with products that depend on water in production (beverages) or in use (shampoo, apparel) are also seeing the writing on the wall and getting creative. trillion market for clothes and shoes.

Supply Chain 15

Supply Chain Apparel P&L Long-term 15

Harvard Business Review

JULY 30, 2018

. “With a budget of less than $1 million, it seems like the job is to build a case for innovation investment, versus [doing the work of] innovation itself,” says Rick Waldron, a former Nike executive who ran the apparel company’s innovation accelerator until last year.

Innovation 15

Innovation Company Budgeting Survey 15

Harvard Business Review

JUNE 20, 2014

At times this belief has led the managing director of the Max Planck Institute for Human Development in Berlin into pretty fierce debates with his intellectual opponents. What’s the problem with the way that turkey approached risk management? But the same managers would never admit this in public. But he feeds you.

Uncertainty 10

Uncertainty Kahneman Banking System 10

Harvard Business Review

DECEMBER 20, 2016

It’s not yet clear what Trump’s election means for issues that impact companies’ efforts to manage environmental and social issues. One energy hog, the IT sector, has managed to level off energy use in data centers. So let’s focus on these two first, and then run quickly through seven other interesting stories.

Energy 8

Energy Banking Chemicals Globalization 8

Harvard Business Review

AUGUST 23, 2016

Our limited sample suggests that both groups agree that board leadership should serve as champions of board diversity, but they differ on the policies they advocate to increase board diversity. Meanwhile, Democrats place greater importance on technology expertise and risk management.

Politics 8

Politics Committee Telecommunications Diversity 8