Abloh is considered one of the major forces behind the streetwear trend, or, in his own words, the “post-streetwear movement,” which became a global phenomenon this past decade. The Chicago native started off as the fashion and creative director for rapper Kanye West, a position which he held for 14 years.
Banking in New Zealand and Australia is extremely profitable because it's dominated by four large banks. This is a very small number of big competitors for such a large combined market. The history of why there are so few big banks is for another time, but suffice it to say it's a structure that has suited the Australian and New Zealand governments and banks alike for decades. It has led to stable, but very expensive, banking services.
China is an economic powerhouse. It has ambition to be the world's most successful economy. Its economic transformation over the past four decades has been remarkable — it has lifted 500 million of its people out of extreme poverty. That transformation has benefited New Zealand as the Chinese consumer has looked to acquire food products it can trust and experiences that New Zealand has to offer. China has also invested heavily in developing its ability to innovate including in technology.
Beyond the economic, this partnership crosses many areas of mutual interest. People-to-people contact has built since the 1840s. We have co-operated in the areas of Pacific development, environment, agriculture and diplomacy. We've built greater understanding around immigration, investment and climate change. New Zealand companies even make films and TV programmes in China — an opportunity not dreamed of just a decade ago.
Numerous innovations have hit life science labs in the past decade, such as new techniques for designing DNA and editing genomes. Yet, researchers still rely on older tools — such as paper notebooks, Excel spreadsheets, and email — to manage data collected from those innovations. This means time is wasted organizing, finding, and duplicating information before even starting new experiments.
More than a decade after the immense promise unleashed by the completion of Human Genome Project, precision medicine has struggled with its own “last mile.” Despite major leaps in the field as a whole, the technical work needed to integrate a patient’s genomic information into the day-to-day practice of medicine has lagged far behind.
As part of an analysis we term “transformatics,” we’ve built the capability to measure the data set we’ve assembled of more than 200 large transformations stretching back nearly a decade. More recently, we isolated the 82 public companies that had undertaken a full-scale transformation and had an observable 18-month transformation track record to see what we could learn from a statistical analysis of their experiences. The research highlighted four indicators that showed a statistically significant correlation with top-quartile financial performance during the 18-month test period (for more about the methodology, see sidebar “Transformatics: Inside the metrics of transformation”). Taken together, the four indicators suggest some potential lessons for senior managers seeking to maximize the odds of a successful transformation. Let’s look at each in turn.