Una leadership migliore ed un approccio aziendale unificato: Nike e il mercato dell'Europa Occidentale

Thesis title: Better Leaders and a Unified Business Approach: Nike and the Western European Market. Una leadership migliore ed un approccio aziendale unificato: Nike e il mercato dell'Europa Occidentale Sections: 1) Introduction to Nike Europe ¿ my experience at the European Headquarter Western Europe United ¿ how Nike leaders built a 3 year growth plan to keep market leadership across Western Europe 2) Managers as multipliers, an HR perspective ¿ how the organizational structure changed to support the growth plan 3) Conclusion: Evolve, immediately ¿ my conclusions on how Nike manages to keep its market share through constant innovation I had the chance of joining Nike European Headquarters for an internship in August 2011, working in the HR department and supporting the Recruitment team with the management of the Internship Program while performing various stretch assignments for other divisions. I am going to give an overview of how Nike operates in Europe, how the team is set up and how my experience looked like in the first chapter. Throughout my internship I assisted to the reorganization of the Western European team, one of the main pillars of the strategic plan that Nike Leadership team put together to enable the company and the brand to succeed despite the challenging economic situation of Western Europe. After the work that Nike Strategic Planners together with the Leadership team have done ¿behind the scenes¿, the Western Europe Vice President presented to all Nike Europe employee the new direction that Nike would have pursued to ¿win¿ across the Western European region. I will present this strategic plan in the second chapter. Every strategy is ultimately delivered by the people who are part of the organization. The HR function, as a result, was the first to be impacted by the new approach. While the day to day activities needed to run steadily and smoothly to keep serving the business, designing the new structure of the Western European team became the key priority of the HR team. The new organization needed to be designed not just in terms of capacity and structure, but the need was to profile the key competencies, skills and cultural aspects that every employee has to display in order to be a ¿winning player¿ in the big Western European team: this topic will be deepen in the third chapter. The last chapter will be left for the conclusions that I drew out of this incredible learning experience I had the chance to be part of.