Nike Considered: Getting Traction on Sustainability Individual - Case Study Example

Nike considered traction on sustainability Nike Considered Traction on Sustainability Organization Culture Change Introduction Organizational change is a chronological process taking steps to change the requirements of organizational success and progress. Before an organization changes its culture, it must understand the domains of the culture. Organisation culture is a supportive element with ability to incorporate new techniques in controlling an organisation. For the creation of the desired organisation, culture there must be the behavioural change by the concerned individuals. Organisation culture consists of sophisticated, interconnected, understandable, and ambiguous principles. It is a way of bringing in a required change in a society positively changing styles and codes applied by companies to tackle the managerial issues. Organizational change is incorporated through culture defining and alignment process showing the clarification of the organisational desired values and core principles. The strategies by Nike’s company to pursue the Global sourcing opportunities to produce lower cost products was financially efficient but created significant public relations problems for the organization. The company then come under the attack because of the labour issues criticism by the activists alleging that workers got subjected to adverse working conditions. Workers could complain to be exposed to unjust and illegal pay practices, overtime, verbal, physical, and sexual harassment, interference on workers unions, and excessive toxic chemical exposure (Jane Lister & LeBaron, 2012, p.24). The organisational change, under the new Jones management created the change within the organisation by addressing labour issue in a more organised manner. Nike’s company had to change tactics in management by rectification and elimination of unwanted behaviours such as setting by price procurement bonuses, quality and delivery speed orders. Hannah Jones as a corporate responsibility changed the organizational culture as she realized that the company needed apply strategic in response to the environmental impacts the company faced. In the incorporation of new company management and production strategies, Jones anticipated of the organisational development in production and management under her new reign. Body How Jones created a shift in Organization Culture During the mid and late 1990s, there were a lot of issues and the challenges that impacted the efficient functionality of Nike’s company. A change of culture technique had to be improvised by the management to counter the problem. In December 2004, Jones assumed her new roles as VP of corporate responsibly and initiated a strategic review with corporate leaders to perfectly comprehend the roles of corporate responsibility. Jones realized that the CR was perceived to be the force outside the organization that was not aligned nor focused with creating business value. Jones as the new manager brought all the branches of the CR together to compose an effective CR. The composition was to bringing all the corporate leaders together to for inspirational talks about the impacts of CR.With the vast experience, Jones developed a strategic approach to CR that emphasized value creation in collaboration with business units and procreative strategic planning. As a new manager, she set the conceptual metrics as the CR new strategic compass elaborating that the company ideas included both financial and corporate responsibility returns. The implementation of CR responsibilities enabled the company to improve in social and environmental footprint. Jones had a definite notion of showing people involved in the business on how to be delivered from the returns on investment to the shareholders. Under the guidance of Parker, Jones and her team started exploring how to tackle Nike’s environmental footprint with the application of new business strategy (Laszlo & Zhexembayeva, 2011, p.183). Jones management team vested much on the production design as the significant pivotal point of the advancement of the company by investing much in future design techniques. The team started the footprint analysis of the toxic waste, water presenting as a solution to many problems. But she had hopes that with the organisation of the CR around ROI would develop from being an intrinsic part of the healthy business model complete with profitability and sustainable growth. The analysis will highlight how particular actions by Jones created a culture that built change readiness and encouraged innovation. The organisational culture change restructured the whole organisational framework of the Nike Company improving the management and production channels elevating its profitability. The considered Group team in late 2005 the team incorporated the culture of change readiness to diffuse the considered ethos of high –performance (Payne, 2013, p.4). It had the mandate to provide the inspiration and tools to increase the considered design philosophy deep to the Nike production units in the company. Objectives of the team were to examine the influence and effects of the entire product life cycle from production to the end regarding the carbon footprint. The Group would put the responsibility for sustainability in the hands of designers who invented the product instead and commanding the way business is run. The considered Group contributed significantly to Nike’s management since they could be used as the think tanks, internal consultancy, and tool box and a link to the outside world. It was created to remain closer to the constituents having 14 environmental, and product creation expertise dedicate for sustainable innovation and carbon footprint analysis. The team would put the whole organisation at a pace to enhance developments by translating the environmental knowledge into products and processes within the production cycle. Culture of innovation perspective The culture of innovative perspective was a key factor to be considered in the development Nike’s company. Nike’s production process was controlled by a team called as triads including a marketer responsible for the translation of the consumers’ demands to product specification sketched on designer’s template. The company adopted new technical methods solving the common problems such as creation of the general product concept and design layout and coordinating production. Hitting the margin targets was the most important goals of the of Nike‘s company including the shoes physical characteristic and aesthetic manufacturability were considered as metrics. Productions designs and processes needed to pass through three successive design gates on a restricted timeframe that paced Nike‘s value chain interfering with meeting deadlines. The innovative culture increased the shoe production skills at Nike’s company with the triads and the developers in collaboration. Some other innovation styles used in the development of Nike’s company products entailed three steps from cutting out and stitching upper material components. The combination of the soles and the upper stitched body was performed by bonding using a bonding agent. The upper components were designed from the large sheet of material in templates made by the company engineers based on the blueprint. The tools used to make the shoes in the company were unique and required the much attention since every shoe manufacturing had a unique tool. There was also the application of the mechanical bonding process such the sewing of the components together, Suggestions of How Jones could have acted to change culture differently There are very many important principles that could have made the leadership of the company look unique. The programs are in the chronological order before they become implemented. She could have adopted compelling positive vision to adequately support the achievement of strategic principles promoting the developments of the company. The leaders of the company should be given formal training to enable them to improve the organisational culture increasing the productivity of the company (Naranjo et al, 2011, p.55). She should have practised management in the diverse fields viewing the feedbacks to know her developments about her performances. As a leader and a manager Jones had to provide the learners to make mistakes and learn from them without interfering with the organisation. The relationship between the team leaders must be consolidated by good rapport from different departments to enhance organisational department. She should encourage people in the company positively irrespective of the challenges they face to reduce their frustrations and difficulty increasing the productivity of the organisation (Angeles, 2014, p. 98). She should have created a community of focused and flexible leadership, who have courage and personality to manage a cope of emergent issues within the company. For the smooth running of both managerial and production processes, Jones should have developed emotional intelligence to handle the response from people during the organisation change. The leader should develop the collective ownership of the changes to reduce the failure of the organisation because of disharmony within the company. Conclusion I support the implication of the organisation culture change to any organisation development progress since it reviews the organizational structure to align the necessary organization culture. The Nike’s company implementation of the new culture change by the organisation of the considered team expanded the company’s production process elevating its future advancement. Following the sustainability conference on May 2008, VP Jones was impressed with the CR restructuring, the initiation of the considered Group and its increasing success with business integration. The management developed some new strategies to enable the advancement of the process production of their company. Perfect establishment of the developed plans would be imperative in the advancement of the company towards market dominance. The success of the objectives remains important in the achievement the organizations aims of providing quality services and products (Lind green&, Borland, 2013, p.173). Furthermore, the firm should venture much in hiring of educated professionals with critical ideas and information in the adverse fields for perfect production and company income. Expansion of social networking media usage in marketing their goods would also be commanding in increasing the customer’s base while maintaining existing customers to improve their products sales (Van Bommel, 2011, p. 19). Besides, for the organisation’s success during the moving forward strategy, there must be the inculcation of good working habits within the working environment such as discipline, honesty, and thinking before acting for positive results. The VP wanted to increase the considered Group to other units, and her group was putting the final steps to gather prominence and good reputation of the company. Such imperative steps would be crucial in improving the company’s interest in advancing. References Angeles, R. (2014). Using the Technology-Organization-Environment Framework for Analyzing Nike’s “Considered Index” Green Initiative, a Decision Support System-Driven System. Journal of Management and Sustainability, 4(1), 96-113. Borland, H., & Lindgreen, A. (2013). Sustainability, Epistemology, Ecocentric Business, and Marketing Strategy: Ideology, Reality, and Vision. Journal of business ethics, 117(1), 173-187. Laszlo, C., & Zhexembayeva, N. (2011). Embedded sustainability: The next big competitive advantage. Greenleaf Publishing. Jane Lister, M. B. A., & LeBaron, G. (2012). Shopping for Sustainability at the Canton Fair. Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2011). Innovation or imitation? The role of organizational culture. Management Decision, 49(1), 55-72. Payne, A. R. (2013). Design, sustainability, and Australian mass-market fashion: three case studies. Dissertation. Queensland University of Technology, Brisbane. Van Bommel, H. W. (2011). A conceptual framework for analyzing sustainability strategies in industrial supply networks from an innovation perspective. Journal of Cleaner Production, 19(8), 895-904. Read More