#metoo

It actually all started around the #metoo movement. Then Nike went full on woke and completely lost its identity and leadership talent.

https://www.cnbc.com/amp/2021/03/11/nike-sets-diversity-goals-for-2025-ties-executive-comp-back-to-them.html

JD tied DEI goals to executive comp, which explains the rushed and poor hiring and promotion decisions since 2020, building on the trend that was already in motion after #MeToo.

Also, the shift from Categories to the Gender Offense was meant to grow Women’s, but it backfired. Nike lost focus on sport, leaned too hard into lifestyle, and weakened its image as a serious sports brand.

This doesn’t get talked about enough because it conflicts with the dominant political narrative.

TH still on the portfolio at Nike. #metoo?
#deposition ? #innovation? Explains a lot!!

@ak I agree with you, but I also see another side of the coin. I am fairly senior, with about 200 people rolling up to me.

During COVID, the pendulum swung and employees had the upper hand. Hiring was difficult because talent was scarce, teams had to push extra hard, wages rose with inflation while budgets did not adjust (I had a fresh college graduate ask me for $160K starting pay in Data & Analytics). The #MeToo, cancel, and woke movements were in full swing, which removed many traditional mgmt levers, and leadership had to back off and tread lightly... Founders, owners, and managers did not like that... and once RTOs started, a reactionary management push took hold - cuts, suppression, and similar measures began and many are still in place.

Its just nepotism. It is not new, it just has a new name. I remember when interns made nothing and co-ops made half what a full time L1 makes. That was market-based. What we are seeing now is just paying for hot young things to kiss the rear ands of the Dallas and Atlanta L5+ crew. I guess that set of services has gotten expensive. Must have been #metoo.

@p3 Of course you aren’t lucky. Not lucky enough to have left the company already, and still gloating about your #metoo skills.

@bc+1jqyppc7w 'corporate America' will be fine.

The key difference is they will be run by the folks running DOGE and SpaceX.

Overwhelmingly white males (or Yamnaya genetic progeny), these apex performers operating at 10/10 capacity will devour companies staffed by the 7/10 and 8/10 folks that you describe here.

NYSE: NKE falls into the latter category and is further encumbered by low-IQ DEI and #MeToo hires who are worse than dead weight. Everything that Woke touches turns to shyte.

In other words, sh!thole's gonna sh!thole. And M@GA is deporting it.

#MeToo

#MeToo destroyed Nike from within. Now the company is a hollow shell of its former self.

Some of my favorite quotes:

Instead of transforming the sneaker giant into a high-tech powerhouse, John Donahoe pi---d off partners and disappointed fans.

Donahoe flooded the market with sneakers shoppers couldn’t get enough of. Nike released more Dunks, Air Force 1s and Air Jordan 1s—models all developed around 40 years ago—in hundreds of colors, with new drops almost daily. These were lifestyle lines meant as streetwear, not to be worn on fields or courts by the athletes who’ve driven Nike’s business since its inception. Watching revenue pour in, Donahoe was hooked. (Oh wait the innovation stopped…. Weird)

Donahoe had learned the ways of ruthless cost-cutting at consulting firm Bain & Co. in Boston before going to San Jose to turn around e-commerce giant eBay Inc. Knight wanted to bring Donahoe’s Silicon Valley sensibilities to Oregon to modernize Nike’s e-commerce capabilities and shift more business to its own stores and online shop.

Under Parker, a soft-spoken, cerebral man who seemed more comfortable spending hours testing sneaker cushioning in a research and development lab than delivering a speech, Nike produced some of its biggest advances, including the Flyknit manufacturing technology and HyperAdapt 1.0 self-lacing shoes.

Nike hired Donahoe to transform its selling machinery for the modern age, cutting out middlemen so it could get better margins from each sale. He led a corporate culling on a global scale, ending relationships with more than half of his retail partners, terminating hundreds of agreements and downsizing sales teams in markets around the world. As Nike directed customers to its own stores and websites, it halted the flow of sneakers to retailers including Amazon, Zappos, Dillard’s and Urban Outfitters, and even curtailed goods at its closest partner in the US, Foot Locker.

Meanwhile, at the company’s headquarters, the pace of product development slowed as Donahoe took fewer risks on performance-oriented shoe lines across sports. By mid-2023, it was becoming apparent that Dunks and the other reliable lifestyle winners were losing their allure, and Nike had nothing to replace them.

Despite its superstar athletes, championships and world records, the iconic company not only had lost its swagger, it had also ceded ground in markets it wasn’t well positioned to take back. Even GQ questioned Nike’s coolness. “Nike is a mess and is deflated, as is any confidence we may have had,” Sam Poser, an analyst at Williams Trading LLC, wrote in an unusually personal and direct note to clients. “The Nike talent today does not, in our view, hold a candle to the talent at Nike seven years ago.”

Sometime during his Bain years, Donahoe met Knight, then Nike’s CEO, and the two hit it off. At that point, Nike, recovering from its ’90s sweatshop scandals, had successfully dominated practically every sports category with its breakthrough products and parade of celebrity endorsers. Almost four decades into leading the company he founded, Knight adopted Donahoe as a trusted adviser, a person with knowledge of the matter says. Nike became a client, and Bain consultants have wandered the halls there ever since. (Bain did not respond to a request for comment.)

At the time, Nike was thriving under Parker. But in 2018, at the onset of the #MeToo era, staff complained of a toxic boys-club culture. Employees circulated a survey about the work environment that eventually landed on Parker’s desk, leading Nike to investigate allegations of inappropriate behavior, including s-xual as--ult and harassment claims against some supervisors.

Donahoe would later blame the lack of progress on remote work, explaining that the office was critical to fostering innovation. (Nike had instituted a three-day policy in May 2022, which expanded to four days in January 2024.) That was news to the employees at the LeBron James Innovation Center, Nike’s R&D hub at headquarters. As far as they knew, the industrial designers, biomechanical engineers and sports medicine doctors had been working in the complex constantly since it opened mid-pandemic. How else could they use the equipment and machinery? Some muttered about Donahoe’s own office perks, like free personal use of the company’s private jets, valued at $293,000, and the weights he allegedly took home from the gym and never returned.

Nike employees had respected Donahoe’s business acumen from his time at eBay; it was his Bain-ness they feared.

The topic of firings came up, and Donahoe, sipping a can of LaCroix, shared his philosophy: “I have fired so many people in my career. And when I say fired, remember, I grew up at Bain. For every 10 people we hired, we managed half out within two years. We managed 75% out within five. … So I learned there, and you can’t be afraid of that conversation.” He explained how he’d role-play with the head of human resources and make sure the person being fired didn’t get to discuss it with him. “I’m going to let you process the grief and emotion with someone else, not with me, because I can’t afford the emotional energy—the emotional drain.”

Among those laid off were more than 30 software engineering directors and managers from the global tech division. When Donahoe was initially named CEO, no one was more thrilled than that group, say people who worked there. But under Donahoe it had devolved into a mess: a steady stream of engineers quitting, outsourcing some work to third parties, all under a chief digital information officer allegedly accepting bribes and doing “backdoor dealings” with vendors, according to a former employee’s lawsuit filed in Oregon against Nike earlier this year. (The case is still in litigation.) After the digital head resigned, staff had to wait nine months for Donahoe to name a replacement. “Everybody expected to have a great tech leader” in Donahoe, says a former executive who left amid the drama. “He just never showed up.”

@jdw+1spivXvN, #MeToo

Yeah--Disney debate could be the #MeToo-I'mAnOldWhiteDude moment we've been anticipating from Elon Musk--another billionaire corporate reaper, lol......

#MeToo

I read the article, it’s no different a culture than any other large corporation today.

Except for the fact the other companies understand how #metoo has changed the world.

The company’s deafening silence on this and all of the other recent scandals against women at EM is embarrassing and hurtful. It would be a great opportunity to make a stand against bad behavior and remind women that they are valued and encouraged to say something when they feel uncomfortable. Instead it’s the women that see the careers hurt from these horrible situations #metoo #fellowvictim

#MeToo

The fact that it was such a lively and buzzing place to work then bo-m... came the email from the belter Mark and that ki-led the vibe, the culture, broke the teams apart, ruined those relationships built internally and externally....

Please elaborate on #metoo claim against Meyer

1 day later after the EEOC post, the RTO announcement is being delayed. How quickly things can change!

Does anyone have data on badge swipes by women vs men that led to the RTO decision?

Or on how the number of female employees decreased during #MeToo?

Did we hire more women while RTO was in place?

I'm pretty sure Schwab had data about the disparate impact BEFORE announcing RTO.

Pay equity issues during women's prime working years leads to inadequate RIA savings and an increased poverty during retirement. Bad optics for a RIA custodian, no?

#DisparateImpact #KnowledgeIsPower

RTO has a disparate effect on women per research studies, and Schwab supposedly has 37% women. #MeToo reduced women's numbers in finance. Do the math -- they'd have to lay off way more men than women and honor RTO for more women than men to not run afoul of the four-fifths rule.

Ford will buy one. "Benchmark" it. Then steal the technology. That's what this company has done since Henry retired. When did Ford ever come up with an original idea since Henry? I can't think of one that wasn't stolen. Then they would spend billions on marketing to make it look like their idea.

Ford is the #MeToo of the auto industry.

Yeah, but all these GenZ believe that bl@ck l1ves m@tter and they believe the #metoo movement...

#MeToo

How can Digital be part of the layoffs when golden boy Meyer is the guy who put it in…the app that is. #metoo

#metoo

#metoo

How they kept SB as part-time CTO after all his Burning Man and other questionable comments and behavior during the #MeToo period is beyond belief. Being so late to embrace cloud, plus the fiasco with canning the Graph and ML engines under his watch should have been enough to let him go. It's not like we've been leading the market with our innovation and new product releases.

After Sampath was named as Tami's successor, this promotion along with Iris were made to appease the #metoo crowd.

You Mean this case?
It's a WOW. Unbelievable that a publicly traded organization would go to such lengths to protect good 'ol boys and be so willing to attempt to disparage a women at this level. #MeToo x 1000!

https://www.pacermonitor.com/public/case/35666954/Raimondi_v_Avaya,_Inc_et_al

#metoo. When my DTV discount changed, lost my hbomax, tried using my cell login but that did not work. I don't think our plan is Elite.

#MeToo

John Donahoe had his work cut out for him. In January 2020, when he started as Nike's CEO, the sneaker giant was facing its #MeToo moment and a series of scandals. Then the pandemic hit. Industry watchers wondered how an outsider could navigate Nike's insular culture and dizzying organizational structure at such a perilous time. 
By all financial accounts, Donahoe has prevailed. The company's shares are up 46% since Donahoe started, creating more than $75 billion in shareholder wealth. The company's quarterly dividend is up roughly 25% to $0.30 a share.
To some, though, the success has come at a cost. Some current and former insiders are worried about an exodus of Nike veterans, which marks a shift for a company known for employee longevity. 
For them, the question is no longer whether Donahoe can navigate Nike's culture, but rather how he is changing it.
Donahoe's predecessors, the cofounder Phil Knight and longtime CEO Mark Parker, were famously sports fanatics and shoe dogs. Donahoe, by contrast, has been described as a "technocrat" and relative outsider to the sneaker culture that defines Nike's most passionate fan base.
Nike employees and analysts agreed Donahoe has established himself as a change agent and financial success. He's pushed through the biggest corporate overhaul in recent Nike history during a global pandemic while dealing with worldwide supply-chain chaos. 
Insider spoke with 15 current and former employees for this story, as well as industry analysts. Insider granted anonymity to Nike employees who are not allowed to speak with the media without approval. Former employees were given anonymity in order to allow them to speak freely and not jeopardize professional relationships. Their identities are known to Insider.
Nike did not respond to emails seeking comment for this story and requests to interview Donahoe. 

Here ONLY for that damn paycheck. #MeToo

#MeToo

I was molested by a senior manager at UP #metoo

I too suffer from the annual, HR sanctioned racially discriminating ranking process.

#metoo

Yes, form a union, and see your jobs go to India. You're just making it easier for BofA to get rid of y'all. Too many demands from the spoiled American employees. Oooh, my fingers hurt from too much clicking on the mouse, I have carpal tunnel syndrome! My back aches because the company didn't provide an ergonomic chair when we we were sent to WFH, I'll take a disability leave.! My gender neutral partner and I are adopting a baby, paternity and maternity leave! I was passed on for promotion because of my age/color/religion/s-x/, I'm calling a lawyer! ​My boss looked at me funny; my colleague asked me if we can have lunch together, #MeToo!

Too many labor laws protecting the mediocre and woke employees doing the bare minimum and half-a$$ work, just like a civil servant. BofA has been functioning like corporate welfare. So go ahead and unionize, because BofA hires kids in a nonventilated shirt triangle factory and have their employees go to deep mines to dig coal and inahke soot all day.

Abby Johnson's early career (analyst, etc) was marked by poor performance where she was shuffled on to another assignment. Culture of the investment team was vicious and terrible under her leadership. Father basically fired her. The gifts / SEC trading scandal all happened under her watch but she was never held accountable. I've heard she was involved in taking private jets, etc but it was covered up to the SEC - let others take the fall. Heard from an insider the Wall Street journal was going to run an expose article on the culture under her leadership with numerous sources after the #metoo incident but it was again covered up. Haven't been there for awhile but not surprised to read these posts. Great business her father built despite the current leadership. Carolyn Clancy, Judy Marlinski, and Kathy Murphy - all more talented sr executives - leaving tells the story.