Development Human Resources Merchandising 
You're Not the Boss of Me
OCTOBER 31, 2010
As they often say in retail stores about handling merchandise, “ If you break it you own it”. And second, be prepared to accept the consequences that may come from circumventing or defying rules There is always the chance that circumventing a rule can cause grief for someone else, some where else in the organization or outside it.
Harvard Business Review
FEBRUARY 15, 2012
Fortunately, demonstrating your skills in this area doesn't demand that you singlehandedly develop a new breakthrough product or revise the company's overall business model. Senior-level decision makers aren't looking for someone at your level to make "roll the dice" bets that can have a significant negative impact on company performance.
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Leading Blog
JUNE 26, 2024
It becomes particularly challenging for people working outside of any product development roles. Rather, it’s consumed by materials buyers, merchandisers, marketing and advertising teams, as well as the finance department — not to mention the fabricators of the shoes. It’s a question most people never consider. They create policies.
Harvard Business Review
NOVEMBER 15, 2017
To accommodate frequent, fundamental changes to business models, leading retailers generally follow three principles that have been developed through trial and error, often in the midst of disruption. Leading retailers have developed the ability to nimbly change direction, even based on beta testing.
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? “Unfortunately, I think we’re beyond that.”
Harvard Business Review
AUGUST 4, 2015
“I’m pretty convinced that there are superficial differences in culture and communication and how people do things,” said the global human resources officer. By the 2000s, they had developed a methodology for a new class of culture-specific line extensions for specific markets, helping drive growth.
Harvard Business Review
JUNE 26, 2017
Ask people how to develop a good corporate culture, and most of them will immediately suggest offering generous employee benefits, like they do at Starbucks, or letting people dress casually, as Southwest Airlines does. How you operate on the inside should be inextricably linked with how you want to be perceived on the outside.
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