Nike is the leading company in sports footwear marketing and distribution (Mahdi et al., 2015). Under the leadership of Mark G Parker, the company has strived a mile forward from where it was before he took over the administration. He has used creative and strategic leadership approach regarding any decision making. One of the issues included the addition of a dimension to the matrix which was sport focused (Mahdi et al., 2015). Many puzzled on who would be making and implementing key decisions and also worries that response would delay in different countries’ changing trend.

The critical decisions that Nike made about the introduction of the new dimension included the application of the slogan ‘just do it’ which entailed the employees bring up ideas rather than waiting for the top management to do it. Also, the company trained its workers on the standards and incorporated athletes in the designing of the footwear. Additionally, Nike promoted sustainability by embracing employee’s engagement in decision making.

Mark G Parker applied strategic and participatory decision making. Decision making is decentralized hence provision of relevant information by the low-level management (Ramaswamy, 2008). In so doing, Nike was able to narrow down the critical decisions and focus on the new dimension. Through the x-ray survey and interviews, it was able to determine the best course of action and what vital decision to prioritize. The managers raised their views and proposals on how to push through with the compliance decision and addition of the dimension.

Through creative leadership, the company can maintain its lead in designer footwear attributed to constant innovation among its employees. The training of managers has enabled them to improve strategies on brand marketing and ethical decision making. Leveling the sustainability has facilitated Nike in the production of products that are environmentally friendly and comply with the sustainable development (Sneirson, 2008). Moreover, Nike’s strategic and participatory decision making has encouraged inclusivity among the employees and global environment.

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  1. Mahdi, A., Abbas, M., Mazar, T. I., & George, S. A. (2015). A comparative analysis of strategies and business models of Nike, Inc. and Adidas Group with special reference to competitive advantage in the context of a dynamic and competitive environment. International Journal of Business Management and Economic Research, 6(3), 167-177.
  2. Ramaswamy, V. (2008). Co-creating value through customers’ experiences: the Nike case. Strategy & leadership, 36(5), 9-14.
  3. Sneirson, J. F. (2008). Green is good: sustainability, profitability, and a new paradigm for corporate governance. Lowa Law Review, Vol. 94, No. 3, 2009
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