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510 week 7 assignment 2 2c part 1 fields 1

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BLAKE ACTIVEWEAR AND SWITCH ACTIVEWEAR
Blake Sports Apparel Leadership Project
Robert Fields
Jack Welch Management Institute
JWI 510: Leadership in the 21
st
Century
Prof. Jeremy Alger
18 Nov 18

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BLAKE SPORTS APPAREL AND SWITCH ACTIVEWEAR
Introduction
This is a complex business situation because the CEO, Cameron Barker, allowed it to get
this way. The buck stops with him. Leadership is challenging, but one of the keystones of being a
successful leader is the ability to demand accountability across the board. Accountability is a real
deficit in this example, and I believe it is the most damning factor in Blake’s current predicament with
his executive “team.” A culture of accountability should have been demonstrated from the top-down,
which I believe would have remedied or at least mitigated the problems analyzed in this paper.
The Case: Problems and Successes
The Blake Sports Apparel Executive Team dysfunction is posited as the central problem here
(and Barker’s failure to stop this from happening). While they seemingly miraculously have grown
almost every year in recent times, the problems appear to be weighing more than previous
impressive success stories. A number of issues have been presenting themselves lately that has
the CEO concerned. Issues such as a lack of collaboration and communication and an overall
sense of mistrust are hindering operations, sales, customer service, and business planning.
(Groysberg & Baden, 4)
Dysfunctions and Risks to the Business
Trust, communication, collaboration - all absolutely critical to the success of any business.
The Blake team were active participants in this erosion of trust, miscommunication and ill
communication*, and poor planning and collaboration. I attribute the foundations for mistrust seen in
this predicament to the company’s power dynamics. (Groysberg & Baden. 4) As also noted in the
paper, the executive team was perceived to be out of balance. (Groysberg
& Baden. 4) Finance seemed to be a concern on one end of the spectrum, while the fledgling
Switch Activewear was seen by some as a distraction to the key business and a burden on company
resources. (Groysberg & Baden. 4) A means in which trust, communication, and collaboration could

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1 BLAKE ACTIVEWEAR AND SWITCH ACTIVEWEAR Blake Sports Apparel Leadership Project Robert Fields Jack Welch Management Institute JWI 510: Leadership in the 21st Century Prof. Jeremy Alger 18 Nov 18 2 BLAKE SPORTS APPAREL AND SWITCH ACTIVEWEAR Introduction This is a complex business situation because the CEO, Cameron Barker, allowed it to get this way. The buck stops with him. Leadership is challenging, but one of the keystones of being a successful leader is the ability to demand accountability across the board. Accountability is a real deficit in this example, and I believe it is the most damning factor in Blake’s current predicament with his executive “team.” A culture of accountability should have been demonstrated from the top-down, which I believe would have remedied or at least mitigated the problems analyzed in this paper. The Case: Problems and Successes The Blake Sports Apparel Executive Team dysfunction is posited as the central problem here (and Barker’s failure to stop this from happening). While they seemingly miraculously have grown almost every year in recent times, the problems appear to be weighing more than previous impressive success stories. A number of issues have been presenting themselves lately that has the CEO concerned. Issues such as a lack of collaboration and communication and an overall sense of mistrust are hindering operations, sales, customer service, and business planning. (Groysberg & Baden, 4) Dysfunctions and Risks to the Busin ...
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