Organisational Change Management at Nike: A Reflective Report Analysis

This report provides a detailed analysis of Nike's organizational change management, focusing on its response to globalization and market competition. The report examines how Nike adapted its strategies, including employee management and the implementation of corporate social responsibility initiatives, to improve its business performance. It explores the company's shift from initial success to challenges posed by global market dynamics and technological advancements. The analysis uses frameworks by Nadler and Tushman (1989) and Waddell et al. (2016) to understand the changes. The report also highlights the importance of planned change, the role of globalization, and how Nike's approach has helped maintain a competitive advantage in the market. The report concludes that change management is crucial for organizational development and maintaining strong employee-organization relationships.

Reflective report
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Introduction:
Organisational change management plays an important part for the internal and external
development of the organisation. It is a framework which helps in managing the effect of the
new business changes and processes in the organisation. Present research is based on the changes
done Nike and how it can help to strengthen its business. The research will analyse the changes
along with the support of theories.
Discussion:
Nike was founded in the year 1964 by two entrepreneurs. It started to gain success through its
high flexible approach. In the year 1990 when the globalisation started to affect upon the
organisational performance and technology, Nike felt huge competition in the global market. In
the year, 1996, an article was published in the Life Magazine regarding the Nike football
stitching by 12 years old boy (Myers, Hulks and Wiggins, 2012). There are series of scandals
which shaken the Nike’s Code of conduct. Thus Management of Nike thought about the
necessity of the change for the development of the organisational performance and changes the
approach of employee management. Thus, Nike’s change management approach has helped to
developed it business performance.
After implementing changes Nike was able to create a new department which is under the
supervision of corporate social responsibility and department of compliance. Almost 80 to 85
people were dedicated to look for the environmental and labour compliance in several locations
where Nike operates. Nike also developed its new incentive schemes and reward system for the
labours improvement. Nike involved in mitigating environmental issues through the
environmental friendly products in the foot wear production. Presently, Nike has 700 factories in
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almost fifty one countries along with its 500,000 employees. According to the Nadler and
Tushman (1989), organisational advance framework depends upon four organisational
dimensions work, formal organisation, individual and informal organisation. Nike’s
organisational advancement also has been developed through the four dimensions.
The case of Nike demonstrates that organisational change depends upon the market competition,
organisational growth and employee performance. Both the planned and emergent view helps to
derive that the organisational change which is occurred in Nike is a forced change and
management of Nike realised it’s necessity. Globalisation is the catalyst which enables the
changes in organisations (Waddell et al. 2016). Due to the advancement of the technology and
development of the several industries and organisations, Nike performance growth declined and
thus Nike adopted innovative organisational change approaches to increase its performance.
Conclusion:
The case of Nike derives that change is planned approach and it is highly necessary for the
organisational development. Change management helps to maintain the relationship between
employee and organisations. It is a continuous process of adoption and thus Nike has been able
to achieve competitive advantages from its competitors.
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References:
Myers, P., Hulks, S. and Wiggins, L., 2012. Organizational change: Perspectives on theory and
practice. Oxford University Press.
Nadler, D.A. and Tushman, M.L., 1989. Organizational frame bending: Principles for managing
reorientation. Academy of Management Perspectives, 3(3), pp.194-204.
Waddell, D., Creed, A., Cummings, T.G. and Worley, C.G., 2016. Organisational change:
Development and transformation. Cengage AU.
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