Case Analysis 3. Nike Case - 4 pages - due in 36 hours

Case Analysis 3. Nike Case

Instructions

Respond to questions 1 - 6 on page 421. Your responses should be at least 4 pages in length.  Use APA citation format, and submit your assignment with standard margins, 1.5 line spacing in Ariel 12 point font. 

Feedback from the previous case analysis.. take these things into consideration. The feedback for this case analysis is provided based on the grading rubric. I take into consideration the four criteria described in the rubric; for the content criteria I assess individual questions. Also, I included specific comments in your paper via Turnitin.

Content: 73%

Q1. 69%

Q2. 75%

Q3. 75%

Q4. 69%

Q.5. 60%

Q.6. 70%

Writing/organization:  70% 

G.U.M. 70%

The basics:  90%

"Behind a great company are strong leaders. This is cer-5 For CEOs and many other senior executives, strategic leadership is an important role they must perform well. Briefly describe some of the specific actions or responsi-bilities of the CEO that strategic leadership entails.tainly true for Nike and Mark Parker. Since assuming the role of CEO of Nike in 2006, Parker and his team have overhauled the way Nike runs, shifting the brand away from the previous sub-brand and product-based structure to a customer-driven structure. He has structured Nike into six “customer-focused” categories, such as running, basketball, and women’s fitness. Parker has personally shaped Nike’s innova-tion processes. Nike’s mission is to bring inspiration and inno-vation to every athlete in the world.6 Resistance to change is more likely to succeed if the forces resisting the change are stronger than the forces driving the need for change. Describe some of the spe-cific tactics that resisters could employ to thwart change efforts.C A S EMark Parker took the helm of Nike at a time when the stakes in the U.S. athletic footwear market were particularly high, especially as Adidas was becoming more powerful with the acquisition of Reebok. Parker said at the time that he be-lieved he was the right person to lead Nike through the chal-lenges of the future. He said it was his job to help carry the torch into the future. He has always maintained that all Nike employees work for one boss—the consumer. Mark’s greatest strength lies in his ability to synthesize the input of disparate influences, from lab engineers to downtown artists.95 Nike’s commitment to diversity is unmatched. Its Web site proudly proclaims, “Most companies embrace diversity. Not Nike. We soak it up. We squeeze it out. We want it to drip over ev-erything Nike does.” Nike’s mission is to harness diversity and inclusion to inspire ideas and ignite innovation.Commenting on his 30-year career at Nike, Mark Parker acknowledged that it has been a long time but quickly added that some things haven’t changed. As he put it, “I think our suc-cess has been based on our commitment to innovation and great design, which really in our case starts with our commit-ment to the athlete—and really understanding the athlete and the insights we get from that relationship.”96Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.Copyright 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).Nike has what it calls “Nike Sustainable Business + Innovation” program. Nike believes it can use the power of its brand, the energy and passion of its people, and the scale of its business to create meaningful change. Nike believes the opportunity is greater than ever for sustainable principles and practices to deliver business returns and create a positive social and envi-ronmental impact in the world.97Parker isn’t an attention-seeking sort of CEO, so until now it has been hard to get a sense of him. But the imprint he is making as CEO is turning out to be as meaningful as his design (continued"