The other week, I came across this AdWeek article about Nike’s marketing team’s restructuring, which inevitably piqued my interest. The article linked to a post by Massimo Giunco, former Nike Brand Director, who shared his take on how Nike’s CEO, John Donahue, and Nike’s President of Consumer, Product and Brand, Heidi O’Neill, decided to enact a series of changes between August 2020 through March 2021 to eliminate all categories from the organization, focus entirely on D2C (direct-to-consumer) divesting from wholesale, and shift the marketing model to prioritize digital content generation over brand narrative. According to Giunco, going all-in on this strategy led to record-low performance over the last few quarters, and now that the market cap is at its lowest since 2018, the company is reversing its approach.
While it’s somehow evident that Massimo Giunco has personal issues with Nike’s leadership, his narrative allows us to draw a parallel with the question we often grapple with: how can we invest in something that may yield long-term value like brand building but doesn’t offer good short-term measurability or certainty for success?
