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510 week 7 assignment 2 2c part 1 fields 1

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

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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