netrashetty
Netra Shetty
Dover Corporation (NYSE: DOV) is a Fortune 500 and S&P 500 manufacturer of specialized industrial products and equipment within six segments. Dover Corporation is based in Downers Grove, Illinois, a western suburb of Chicago. The company relocated its headquarters from New York in mid-2010.
CEO
Robert Livingston
Chairman of the Board
Robert Cremin
Director
Bernard Rethore
Director
Michael Stubbs
Director
Mary Winston
Director
Peter Francis
Director
Richard Lochridge
Director
Jean-Pierre Ergas
Director
Stephen Wagner
Director
Stephen Todd
Director
David Benson
Director
James Koley
Director
Kristine Graham
China
MYZ
Vice President
Timothy Sandker
Engineered Products Platform
RC
Corpoarte Development
RT
Corporate Development
SS
Fluid Solutions
SS
CFO
Brad Cerepak
Legal
Joseph Schmidt
Human Resources
JK
Dover Electronic Technologies
DVL
Dover Fluid
WS
Engineered Systems
RH
Supply Chain & Sourcing
JM
Industrial Products
TG
As that thought was developing in my mind, I learned about the "New Traditional" approach to organizational structures -- a rectangle where every element is equal to the others in a stable structure. This made more sense to me for the innkeeper's sanity and well being. That felt much healthier and more productive. Part of what I liked about that was it acted as a reminder that you aren't alone in ensuring a guest's positive experience while at your inn; the guest has as much responsibility for their experience as you do. There are guests who feel you can do no wrong while others (fortunately a rare guest) feels you can do no right, no matter how wonderful the inn and details are. It's important to remember you can't please everyone all the time and that occasionally there will be a guest who is mismatched to your inn and guest experience.
Later a different concept came about during one of my seminars while I was discussing this topic, the "Ideal Innkeeping Structure". An attendee felt that the problem with the rectangle as the innkeeping organizational structure was that the guest and the boss (or innkeeper) didn't touch or interact. Hence the circle was born as the new ideal innkeeping organizational structure.
Change is in the air at Gap (GPS) and the shake-up starts at the top. Most notably, Gap North America’s president Marka Hansen is out after a 24-year stint with the brand. It’s an abrupt move after her long tenure, one that signals the company’s ready for a creative reinvention. But is it too late to convince customers to come back?
Gap’s had its share of struggles in 2010. Despite all its investments to invigorate with Premium Denim, black pants, and other basic threads, holiday sales were sluggish while other retailers soared. December comps were down 8 percent at Gap North America following a year of middling results. That was just a droopy cherry atop a stale cake layered with the slumping comps Gap North America’s sustained since 2004, just before Hansen took the reins.
It’s not like Gap North America is small potatoes in the company’s family of brands which include Old Navy, Athleta and Banana Republic. The division is responsible for up to approximately 27 percent of $14 billion in overall sales. Nevertheless, Hansen’s presided over a steaming pile of faux pas in addition to flagging sales.
CEO
Robert Livingston
Chairman of the Board
Robert Cremin
Director
Bernard Rethore
Director
Michael Stubbs
Director
Mary Winston
Director
Peter Francis
Director
Richard Lochridge
Director
Jean-Pierre Ergas
Director
Stephen Wagner
Director
Stephen Todd
Director
David Benson
Director
James Koley
Director
Kristine Graham
China
MYZ
Vice President
Timothy Sandker
Engineered Products Platform
RC
Corpoarte Development
RT
Corporate Development
SS
Fluid Solutions
SS
CFO
Brad Cerepak
Legal
Joseph Schmidt
Human Resources
JK
Dover Electronic Technologies
DVL
Dover Fluid
WS
Engineered Systems
RH
Supply Chain & Sourcing
JM
Industrial Products
TG
As that thought was developing in my mind, I learned about the "New Traditional" approach to organizational structures -- a rectangle where every element is equal to the others in a stable structure. This made more sense to me for the innkeeper's sanity and well being. That felt much healthier and more productive. Part of what I liked about that was it acted as a reminder that you aren't alone in ensuring a guest's positive experience while at your inn; the guest has as much responsibility for their experience as you do. There are guests who feel you can do no wrong while others (fortunately a rare guest) feels you can do no right, no matter how wonderful the inn and details are. It's important to remember you can't please everyone all the time and that occasionally there will be a guest who is mismatched to your inn and guest experience.
Later a different concept came about during one of my seminars while I was discussing this topic, the "Ideal Innkeeping Structure". An attendee felt that the problem with the rectangle as the innkeeping organizational structure was that the guest and the boss (or innkeeper) didn't touch or interact. Hence the circle was born as the new ideal innkeeping organizational structure.
Change is in the air at Gap (GPS) and the shake-up starts at the top. Most notably, Gap North America’s president Marka Hansen is out after a 24-year stint with the brand. It’s an abrupt move after her long tenure, one that signals the company’s ready for a creative reinvention. But is it too late to convince customers to come back?
Gap’s had its share of struggles in 2010. Despite all its investments to invigorate with Premium Denim, black pants, and other basic threads, holiday sales were sluggish while other retailers soared. December comps were down 8 percent at Gap North America following a year of middling results. That was just a droopy cherry atop a stale cake layered with the slumping comps Gap North America’s sustained since 2004, just before Hansen took the reins.
It’s not like Gap North America is small potatoes in the company’s family of brands which include Old Navy, Athleta and Banana Republic. The division is responsible for up to approximately 27 percent of $14 billion in overall sales. Nevertheless, Hansen’s presided over a steaming pile of faux pas in addition to flagging sales.
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