Remove Finance Remove Human Resources Remove Merchandising
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How to Innovate When You're Not the Big Boss

Harvard Business Review

Usually, if you search, there are opportunities in your current job and at your current level to display your ability to drive change, even if you are in a support function like finance or human resources.

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No Matter What Work You Do, You Have a Customer

Leading Blog

If you work in finance, who uses that spreadsheet you create? Outcomes are the fundamental building blocks of objectives and key results (OKRs) — a resurgent, team-focused, goal-setting framework used to redefine success away from the creation of a thing (output) and towards a meaningful change in human behavior (outcome).

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3 Changes Retailers Need to Make to Survive

Harvard Business Review

For example, by pulling together people from finance, human resources, sales, and other product-related departments, one retailer figured out how the company could operate with one-third fewer employees in its stores. The retail upheaval that began two decades ago when Amazon was founded is nowhere near an end.

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Case Study: When Two Leaders on the Senior Team Hate Each Other

Harvard Business Review

Lance Best, the CEO of Barker Sports Apparel, was meeting with Nina Kelk, the company’s general counsel, who also oversaw human resources. After all, sales and finance were often at odds in organizations, and the conflict hadn’t had a big impact on Barker’s revenues. ” This Mess. Doing Just Fine.

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An Insider’s Account of the Yahoo-Alibaba Deal

Harvard Business Review

content (news, finance, weather) into two Chinese languages, and directory access to 20,000 web sites, an approach that the company had adopted elsewhere. The previous year the company had generated more than $4 billion in gross merchandise sales through its platform, yielding about $50 million in revenue.

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4 Models for Using AI to Make Decisions

Harvard Business Review

At one American retailer, an autonomous ensemble of algorithms replaced the entire merchandising department. They’re analogous to autonomous resources, as opposed to human resources, departments. In reality, “handoffs” and transitions prove to be significant operational problems.