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Sam Burman speaks with Raghav Lal, EVP and chief data and analytics officer at Westfield Retail Solutions, the division within Westfield Corporation that is focused on reinventing the shopping experience.
Forcing organizational change from on high rarely works. Corporate transformations work best when leaders identify the relevant issues but then let their frontline workers find the answers.
The European-born CEO of China’s leading tissue manufacturer discusses the changing nature of competition in the region and describes how learning to lead through trust and authenticity proved to be a personal turning point.
In this annual report, CEOs in the UK hospitality industry discuss their concerns following last year’s EU referendum.
In an industry besieged by digital competitors, GameStop’s omnichannel strategy is built on bricks and mortar.
The global convenience store retailer is challenging retailing’s status quo through business model innovation and out-of-the-box partnerships.
How do you energize a moribund retail giant? A renewed focus on the customer and investments in omnichannel retailing.
A leading designer explains how “design thinking” can help executives understand their customers and bring innovation to products and services.
Chief executives in the UK hospitality industry discuss their concerns around the economy, consumer confidence, and the upcoming EU referendum.
With customers calling the shots like never before, companies need a new kind of customer experience leader. The best of these will excel in three areas.
The rules of customer engagement are shifting as global retailers search for leaders able to master the ever-changing world of omnichannel commerce.
Banks, asset managers, and insurance companies can no longer get by with an incomplete understanding of their customers. Thriving in the new era of customer centricity requires a new kind of leader.
Strong customer strategies arise from strong customer cultures. Leaders can better shape — and sustain — them by adhering to five principles.
US companies of all stripes can benefit from more diverse senior management with a broader range of cultural experiences and cognitive skills. Developing such leaders will be a competitive necessity in an increasingly complex world.
Consumer spending in Asia is expected to grow exponentially, much of it driven by a new generation of online shoppers. The number of people connected to the Internet around the world has grown from 1% of the global population in 1995 to 40% last year. By the end of this year, some 3 billion people will be online. Half of them will be in Asia.
Why has customer experience improvement become such a hot topic today? Consumer expectations are higher. Word of mouth travels faster. Consumers are empowered like never before. And great customer experience drives loyalty and revenue. Downplaying the importance of the customer experience is no longer an option as the voice of the customer continues to get louder.
The business environment in China today is increasingly more complex compared to just a few years ago. Economic growth overall is slowing down while domestic consumption is growing, costs are going up and competition is more intense. All these changes are part of a maturing market that is more important for its own sake rather than as a source for inexpensive labor and exports.
Retail and consumer product companies are facing an increasingly challenging environment. Digital convergence remains pervasive and informed consumers continue to become more health-conscious and aware of sustainability issues. This combination of dynamics is placing pressure on the extended supply chain of companies in the sector.
The roster of consumer products companies spinning off divisions or business units into pure plays has grown long in the past several years and is getting longer. Whether a particular spinoff is driven by impeccable business logic, activist investors, or inexorable market forces, one thing is certain: the move triggers a host of talent challenges.