MeterHero helps companies and organizations offset their water and energy footprints through consumer engagement. To follow along with the rest of the series, click here.
Develop holistic performance measures Summary Innovation is a cornerstone of the Nike brand. Our company was founded by two visionaries, Bill Bowerman and Phil Knight, who set out to reinvent athletic footwear.
Over the past decade, our drive to design and produce better, faster, lighter products has evolved into an even more ambitious agenda — to embed long term sustainability into our business.
This broader vision calls for new approaches to design, management, partnership and new tools and metrics to support integration and adoption throughout Nike. As internal efforts took hold, the focus expanded externally.
Nike is now reinventing its supplier, industry and business relationships. It is leading industry efforts for systemic change and pursuing an agenda of truly disruptive innovation. Nike Dare to Dream video: We have come a long way, from our association with the discontent of globalization in the lates and subsequently establishing one of the first corporate responsibility CR departmentsto setting the bar in embedding sustainability into business practice.
We no longer view sustainability as option. Rather it is a business imperative, an innovation opportunity and a potential competitive advantage.
The definition of business performance is expanding. Innovation is being redefined. Expectations are being redefined. At Nike, we believe the world must innovate faster for growth that is good for all. The legacy of innovation in search of better, lighter, faster product performance evolved and deepened over time.
It drives every department, process and person in our company — from the product design process, through production, marketing and distribution.
Phil and Bill had a vision that sparked and guided their innovation and approach.
While the business has evolved and grown exponentially, that single-minded vision continues to feed innovative thinking, design and business practices today. The company also went through a reorganization to align more closely to consumers.
Within this change, the company moved to embed sustianbility across the company with finance and product teams taking a greater role in the process alongside our VP of CR.
In the early s, public reaction to labor practices in factories from which we sourced production triggered innovations in how we oversee and manage our supply chain. We took responsibility and developed stringent standards for our manufacturing partnerships - the Code of Conduct CoC.
While the CoC became a significant priority for us and our business partners, it was clear that there still was more to be done to oversee and manage our supply chain.
We formed the CR committee of the Board. We disclosed our factory locations. We took measures to share information about our expectations and our progress against strict operational guidelines.
These moves signaled our seriousness about the issue and our desire to move quickly and find solutions. The action with the greatest impact has been transparency. It has enabled us to better comprehend the problems and shape more approriate solutions.Nike_study_Case.
Nike_study_Case. 1. Why did Nike fail to address corporate social responsibility early on?
2. Evaluate Nike’s response to societal and consumer concerns about its contract manufacturing. Evaluate Nike’s response to societal and consumer concerns about its contract manufacturing.
The most important thing that Nike has done to improve its standing in response to societal and consumer concerns the increase of transparency with its overseas subcontractors%(4).
May 11, · Nike has, for example, not contracted with any factories in Myanmar and has limited its exposure to Bangladeshi operations in part out of concerns about working conditions. Which of the following is a reason for an MNE to base its standards for ethical behavior on a country's laws?
A) The law embodies many of a country's moral beliefs but is . Nike’s Response (Actions): When Phil Knight and the rest of the top officials at Nike were given the reports regarding the human rights and labor violations being committed in their Asian factories, it was very clear that they were going to have to take swift action to remedy the situation.
What is Nike’s response to societal and consumer concerns about its contract manufacturing? What are the challenges facing Nike in the future? The Nike case is one of redemption, and it provides a good model of how a company can recover from ethical and strategic errors.