The plan is no different than JD’s time at eBay 2005-2015. We’re going to focus predominantly on cost saving through ineffectual and opaque cliche-centric leadership; devoid of accountability.
In large organizations, it is far easier to yield the desired effect and appease the board through heartless layoffs and restructuring; than it is to build and sustain meaningful consumer relationships.
The restructuring gives the appearance of action, whilst creating enough momentum to garner double digit raises for JD; and opportune $$$ contracts for the Bain Rolodex.
Much like an early eBay, we’re going to ride our preexisting market position long and hard. Culling any of the creative-high-brand-affinity loyal employees along the way. We won’t need new thoughts to turn the crank of ideas of old.
Akin to the JD led eBay where they idly watched a titan rise through the ecommerce ranks (Amazon, early oughts) we will aim for moderate single digit growth (as this is the minimum to keep the board from onboarding a new CEO) vs truly meeting the consumer where they are. Of course, this means we’ll be witness to monumental growth of Adi, NB, and a host of others; that are concurrently growing revenue double digit YOY.
There will be a time we’ll need a win for shareholders, so we’ll dump a brand or two (like PayPal from eBay) just to keep the pressure of doing the real work off.
In summary, the strategy is as follows:
- If you’re heartless, cost-cutting is easier
- Accountability where it matters would apply to JD, so; avoid it
- Be opaque, non committal, and avoid authenticity
- When it gets tough, buy time by selling a piece of the business
- JD gets paid more whether or not we win
JD couldn’t lead himself out of a wet paper bag, so it’s easier to simply enjoy the $32,000,000.00 annual salary while the rest of you labor in the futility of belief in a brand that means nothing to him.
I had to put this up, so it will not be lost in replies. Thanks, @1xoc+1rpbHnhS.