Word: models
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...accessories and even couture. Vera Wang is on board; she designed a $15,000 human-sized Barbie wedding dress to be sold exclusively at the Shanghai store. In a sleek design center, girls can use computers to sketch out their own Barbie fashions, and on another floor they can model them by walking a runway in Barbie clothing. At night, one of the store's two restaurants becomes a hip bar, complete with karaoke, a DJ and pink martinis. Says Hayes Zhou, food-and-beverage manager at Barbie Shanghai: "Barbies want to talk to Kens. You have to have...
Time was, Americans didn't worry much about miles per gallon. The first cars had small engines and got stellar gas mileage--as high as 21 m.p.g. for the Model T. But as vehicles got faster and larger and grew tail fins, efficiency plummeted. Congress didn't set fuel standards until after the oil embargo of 1973. By 1985, efficiency had improved dramatically, but momentum slowed as the government let standards stagnate. President Barack Obama's support for raising fuel efficiency to 35 m.p.g. by 2020--a move that could save 2 million bbl. of oil a day--has environmentalists...
...Mars was siloed and replete with unspoken agendas. Members did not see the benefit of working as a team; they were only concerned with the success of their own region. There was some infighting, but mostly people just left one another alone. Michaels believed that the high-performance, horizontal model represented the best bet for the future. To drive his vision though his organization, he first created a "burning platform" for the change, which centered on business issues; he then shrewdly hooked his vision into Mars' core values. (See the top 10 food trends...
...conversations, in real time: dealing with issues and not dancing around them. You see the impact quickly; people either step up or opt out. It becomes very evident where your issues are, who your players are, what you need to do to change the shape of the business. This model can speed up progress in these areas by years...
Michaels had been creating great business teams within a horizontal organizational setting for years. His colleagues were well aware that in previous positions at Mars he had moved brand teams [e.g., Snickers, M&Ms] and the Americas team to the high-performance, horizontal model. He had willingly given those teams more responsibility and power, so his new team knew he was coming from a place of respect for company values--and a solid track record of results. Past experience had taught Michaels that functional thinking and hidden agendas are classic behaviors exhibited by nonhigh-performing teams. More than a "burning...