organization behavior - nike presentation version
TRANSCRIPT
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Nike Footwear Sourcing Re-Organization
Organization Behavior: FB Group 42011-12-22
Abesolom Fidel (Abby) 11240012Alan 许鸿麟 11220002David 梁湲 11210272Felix 刘飞11210227Natalie 陶丽华 11210239Pat 苏培海 11210256Teerachon (Jiw) 11240020Thitiporn (Sunny) 11240024
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Just Do It!
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Nike Inc. Nike, the Greek goddess of victory, the world’s #1 maker of athletic
footwear and apparel company based in USA
Mission Statement To bring inspiration and innovation to every athlete* in the world. *if you have a body, you are an athlete
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Nike, Inc. Profile – Founded in1964 by Bill Bowerman & Philip Knight as Blue
Ribbon Sports– Officially became Nike, Inc. in 1978– Approximately 30,000 employees globally– Indirectly employee over 700,000 world wide.– World Head Quarters (WHQ): Beaverton, Oregon, USA– Brand: Nike, Converse, Nike Golf, Cole Haan, Umbra, Hurley– Division:
• Footwear 60%• Apparel 30%• Equipment (Bag, Glove…) 10%
– Contracted with approximately 600 factories in 46 countries
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Organization Structure
Collaborative Matrix–Team members report into two areas,
• Geography• Global function.
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Nike, Inc. Collective Culture
– Dynamic & Innovative– Passion for Excellence– Shared goals and vision– Value diversity
• “diversity and inclusion are key levers in continuing to drive creativity and innovation.”
– Develop tomorrow’s leader today– Attitude: Just Do It!
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Business Overview
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20.8
17.5
8.2
3.9 1.4 1.2
Competition Overview
$B
• Leading position globally
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WHQ vs. NLO
– World HQ (WHQ)• Supply Chain Centralization
– Product design– Factory contracting– Delivery
– Nike Liaison Office (NLO)• Sourcing and procurement
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Nike Growth Path
• Nike fiscal year from June to May• Global economy crisis in 2008• 2009 economy crisis direct impact to Nike• FY13/14 are internal estimation
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Old Organization Structure
FW SourcingVP (WHQ)
Finance Director
Material Director
HR Director
Engineer Director
Others
GM(China)
Finance Director
Material Director
HR Director
Engineer Director
Others
GM(Indonesia)
GM(Korea)
GM(Taiwan)
GM(Vietnam)
1. Each function has set up their operation in both WHQ and Asia countries (NLO)2. Both GMs and WHQ functional heads report to Sourcing VP3. All the functional heads in Asia solid line report to respective GM; dotted line to WHQ functional leaders4. All NLOs have similar organization set up
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New Organization Structure (FY10)
FW Sourcing VP(WHQ)
Finance Director
Material Director
HR Director
Engineer Director
Others
GM(China)
Country Costing
Country Material
Country HR
Country Engineer
Others
GM(Indonesia)
GM(Korea)
GM(Taiwan)
GM(Vietnam)
1. Grouping & Linking: Regroup functions under newly created positions, Product Creation Directors and Regional function Directions
2. Objective:a. Drive functional consistency across entire sourcing base through regional functional leadersb. Drive in-country excellence through Product Creation Directors.
Regional Material
Regional HR
Regional Engineer
Others
Product Creation Director
Regional Costing
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QUESTION
Why Change within existing structure?
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ANSWER
Because business environment has changed in a direction which lead to the current linking and alignment mechanisms to under-perform
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Strategic Design Lens – Fast growing business require appropriate organization
adjustment (before FY2010)– React to economy crisis (reduction workforce)– Prepare for future growth– Political environment require more flexible sourcing landscape
(anti-dumping, import restriction…)– Unpredictable macro economy factors require more diverse
sourcing strategy (labor cost, currency impact…)
Goal: Sourcing bases consistency, flexible & capable
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Political Lens – Business growth require more leaders– Re-energize stagnated organization by creating new
opportunities for future leadership– Elevate role & responsibilities through entire organization– Balance business needs between country excellence and
functional excellence– Actively identify future leaders.– Provide employees with honest performance feedback CFE
(Coaching For Excellence) and 3600 feedback process.
Goal: Grow future leaders; Country / Function balance
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Cultural Lens – Communication & Shared Vision
• strategy and business plan widely understood and accepted at every level of the company.
– Company resiliency• It afforded the company to quickly implement and ripe the benefits of the
change.
– Be flexible and adaptable to ever changing environment.
– Innovation is part of Nike DNA
Goal: Passion for excellence; Embrace change
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Nike Growth Path
• Nike fiscal year from June to May• Global economy crisis in 2008• 2009 economy crisis direct impact to Nike• FY13/14 are internal estimation
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Takeaway– Adjust organization structure to align with non-stop changing
business environment is important and critical.
– Organization change needs to have clear business vision, strategy and right leadership to implement changes for sustainable growth.
– Organization change takes time to prepare, communicate, execute and transform.
– Embrace change to create business future and develop future talents
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Team 4 with Nike Rep
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QUESTION & COMMENTS