The entire leadership chain needs to go
14 replies (most recent on top)
Agree with OP though. No reason to carry stale & mediocre leadership in Apparel when good tenured talent were let go
PM should make changes quickly or he will turn out to be another HON
@r1 happy to. And the last tech CEO fu---d us over royally so I doubt we will see that happen again anytime soon.
All excuses! Show me the money smarty pants.
Or hire an Indian tech CEO instead of almost retired consultant CEO.
Comparing trillion-dollar tech companies with a $20B sportswear brand misses the fundamental difference in what drives growth. Apparel isn’t just about scaling operations or chasing revenue . it’s a cultural business. Consumer perception, trend cycles, athlete partnerships, and community equity can make or break a season. You don’t get the luxury of long product life cycles or near-monopolistic market share.
In tech, a single platform or innovation can compound for a decade. In apparel, you have to re-earn consumer relevance every 90 days, across dozens of markets, while managing one of the most complex supply chains in the world. Both are brutal, but in very different ways. Reducing it to revenue size oversimplifies the real challenge of keeping a sports brand alive.
And honestly, the fact you keep circling back to big numbers and flashy words just proves you’re missing the point. you’re reiterating scale without grasping the nuance of what it actually takes to build and sustain brand equity in apparel. Different game, different playbook.
@nh no one said it’s tougher, I said it’s different and requires different types of leadership and skills. Both Nike and Adi hired tech CEOs which ran them into the ground, Nike just took longer to oust theirs.
You clearly don’t get it, but you may be part of our problem. Go to tech, then. Enjoy, I hear corporate culture is grand
Oh, you’re out here thinking it’s tougher to steer a $20B hot mess in Apparel than a $3T+ corporate juggernaut and keep the YOY growth popping? What kind of cosmic blunt are you toking?! A $20B biz is like wrangling a startup on steroids, but doubling revenue’s a breeze when your base is smaller and brand is huge.
Meanwhile, trillion-dollar titans are juggling global empires, regulators, and innovation on a galactic scale. Growth? They’ve got to conjure hundreds of billions just to move the needle!
Both are brutal in their own way, but c’mon, don’t kid yourself. scale that big is a different circus. And softballs towards losing jobs to ITC is pure insecurity!
@kj Looking at categories by revenue alone misses the point. Apparel and footwear aren’t straightforward, commoditized markets, they’re highly fragmented, over-saturated, and driven by brand equity and community relationships in ways very different from tech or financial services. Running a $20B consumer brand requires navigating complex global supply chains, trend cycles, and cultural relevance. it’s not comparable to managing a B2B tech stack. Different industries demand different types of leadership.
“Indian in charge” just means “offshored everything to my buddy’s firm”.
These companies stopped innovating, are perpetually cutting themselves, and their social buzz is “it’s gone to cr-p lately hasn’t it?”. Microsoft has lost 5% marketshare in under a year. Google has lost 10% market share. This brand of CEO is all over articles like “ 8 CEOs Make Big Bucks Even As Their Investors Lose Their Shirts”.
ITC was a bigger mistake than the DTC offensive.
When Indians can run multi-trillion dollar companies like Microsoft, Google, Adobe, Mastercard, VMware, IBM, NetApp, Cisco, what is a 20B straightforward run of the mill category like misfit garments take.
But hey, JJ is a visionary sent from above….oh wait, she is also white whose ancestors came from germany!!!!!!
Make Apparel great again!
It is inevitable at this point - unless of course if EH is sleeping on the wheel
Need to manufacture clothes stateside before you make a bold statement such as this rubbisĥ
You first
Next round !