Nikes Global Womens Fitness Business: Driving Strategic Integration Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

In the summer of 2006, Nike announced a major reorganization of the company, which switch the company's attention to the category-oriented approach. The six main categories of business running, training men, basketball, soccer, fitness, women, and sports apparel. For many years, Nike has organized its business around footwear, apparel and equipment. The integration between the three business units is inconsistent at best. The purpose of the reorganization was to take a more consumer-oriented approach to the market, to give customers a holistic collection of everything they want and need in a certain category of sports. This will require the organization to break its product-specific silos and work together in a more formal, ongoing basis. The reorganization also reflects the changes in the corporate strategy Nike. Height fitness of women to the main focus for the company was a significant victory for a team that is fighting for a more important place in this market for many years. Darcy Winslow, director of global women's fitness business Nike, a group of people across the company, working on the traditional boundaries within the complex Nike, matrixed organization to achieve the desired level of cross-business process integration to deliver a cohesive collection of footwear, apparel and equipment market women. Focuses on Winslow and her team as they solve the problems associated with product development, operations management, organizational structure, reporting relationships, change management and stakeholder buy-in. "Hide
by Robert A. Burgelman, Lyn Denend Source: Stanford Graduate School of Business 36 pages. Publication Date: April 23, 2007. Prod. #: SM152-PDF-ENG