An Enterprise counts on leadership to LEAD. Part of those roles are to define strategies to shore up market gaps, address detractors and assess cost opportunities. This is where recent external hires stumbled and failed. There are limited amount of real estate and cost savings levers that can be pulled to keep this size company above water. Lack of market assessment and a fortified and aligned North Star vision has resulted in repetitive generic copy/ paste strategies.
In some cases our CEO hired external leaders that disrupted processes and replaced them with ambiguity. Seniors VPs that created segmented orgs that either built subjective strategies from bottom up , abandoned previous strategies; creating waste, or tried to apply Home Depot / Walmart insights without basic analysis ,collaboration or investment to understand who Macy’s customer base is.
What’s wrong with Macy’s, Buisness Insider? It’s quality of leadership and lack of aligned strategy and power struggles across segmented orgs where even CTO and CPO are not visibly aligned to enterprise. There is excessive waste as a result without any accountability.
With the annual January s—er punch reorg, one can only hope the first to be severanced will be the ones that failed to deliver growth strategies. They loved their previous companies so much maybe they’ll be better off getting rehired.
Yes stores will close
Yes regions and districts will reduce
Yes org redundancy will be cut
Yes role responsibility will get bigger
Yes MCOM will move (look at Macy’sjobs.com and you can validate as it’s public knowledge )
Maybe ..... shareholders and the board ask for accountability
NO values and communication are in place.
Deserve better!