Nike in Transition (B): Phil Knight Returns

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Supplement

Reference no. 9-392-106

Subject category: Strategy and General Management

Authors: Christopher A Bartlett (Harvard Business School); Robert W Lightfoot (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: 1992

Version: 15 May 2002

Length: 22 pages

Data source: Field research

Topics: Succession planning; Management styles; Entrepreneurship; Leadership; Business policy; Organizational change; Implementing strategy; Growth strategy; Branding

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Abstract

After returning to the CEO / COO job, Phil Knight makes changes to Nike's strategy, organization, and management between 1983 and 1987 aimed at making Nike more responsive to the market place. He takes cost-cutting measures, and experiments with several management and organizational changes. After much strife within the company, Knight ends up with a hybrid matrix, a new group of managers, and a new strategy. Has Knight made the right choices? Has he squashed Nike's entrepreneurial culture? Is Nike poised for recovery?

Location:

Oregon

Industries:

Footwear; Athletic & outdoor apparel

Size:

3,000 employees, gross revenue USD877 million

Other setting(s):

1984-1987