few months back I floated the idea that best way to fix Nike is to

break up the company in few different segments and hire CEOs to run each segments with more independence and flexibility. And report to one big CEO who oversees them all.
VPs are managers without a lot authority and independence and that plans so far did not work so let's not be insane and try something revolutionary and different.

I was widely ridicule by many short sighted people in this platform.
Fast forward today and EH is basically trying to do same except that instead of splitting the company, he is trying to shrink in the hopes that it is more manageable.

Because when Nike was growing in its hey days, they just overgrew and now it is too big and unmanageable.

I think breaking into each manageable segment is better than shrinking small. Followed up by layoffs.

#BusinessTransformation #Company #Culture #Layoffs #Leadership

Comment! It's anonymous!

5 replies (most recent on top)

that’s literally what a GM is, except they share services so that you don’t fully duplicate all the cost, genius

It's a long word with a simple tenet...

deduplication

That is the answer when it comes to staffing, work, company priorities, etc.

So splitting things up just means more duplication, roi fail. You want to combine then, aggressively find overlaps and shut them down.

"Remember when I said something stupid and people called me stupid, well, something different happened now that is completely opposite of what I said, but I want to pretend it's the same thing I said."

Like...wtf

Already too silo-ized and incapable of collaborating. Need to break down the walls not build more. If anything organize by business process, remove layers, and add accountability. Real accountability, not the crack the whip because you’re higher up the food chain, but actually holding teams responsible for the costs they create - take the $$$ out of their cost center, make them budget for the costs they add, including resource costs in all the teams downstream of the issue. If start being ‘real’ about costs, actually do ROI calculations and after action reviews of incidents and projects - there might be some hope of turning things around. When more than 75% of everyone’s day is reacting to someone else’s sh-t, maybe it’s time to address the massive piles of sh-t everywhere. Teams creating the sh-t need to own their sh-t. Everyone else moving their sh-t around is counter productive. Massive resources are being expending shoveling the same sh-t over & over. Why are we slow and inflexible? Because of the sh-t. Ain’t going to get better without being willing dump the sh-t (& the costs) back on the teams creating it. If they don’t want to drown (and don’t want to see their cost center decimated) then they’ll get off their a-s and take ownership like they should’ve in the first place.

What are you smoking?

Thread regarding Nike Inc. layoffs

few months back I floated the idea that best way to fix Nike is to

5 replies (most recent on top)

Post a reply