Coach, a US leather accessories retailer, faced stiff competition from traditional rivals and high-energy start-ups. The CEO determined to inject more design and merchandising muscle into the manufacturing-driven organisation to strengthen the company's ability to bring new products to market more quickly and consistently. New senior-level design and merchandising talent was hired but the was not well received by the change-averse entrenched manufacturing group. There were glaring cultural diffe...

BPIR Categories

8.2.1 Leaders communicate with employees
9.5.2 Manage team performance
2.2.4 Formulate and review business unit strategy

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