The purpose of this assignment is to evaluate effective strategies for leading diverse groups at various levels of an organization while fostering collaboration and compassion.Review the case, Blake Sports Apparel and Switch Activewear: Bringing the Executive Team Together. Consider the criteria for successful teams and the factors needed to ensure teams are structured for success.Write a 750-1,000 word plan describing the steps necessary to create more successful teams at various levels in an organization by utilizing the events outlined in the case. Address the following questions and concepts in your paper. Be sure to support your rationale by providing specific examples. You are required to include three to five additional references to support your position.Define the characteristics and structure of successful teams. Describe how independent teams are vital to organizational success.Discuss the important factors to consider when leading teams within the various levels of an organization. Discuss specifically which factors are important to consider when leading teams at the executive level.Describe the aspects that are essential in identifying appropriate members for teams and ensuring the teams are successfully launched.Discuss the important factors for ongoing team dynamics. Describe guidelines to evaluate the function and productivity of teams.Describe strategies that can create collaboration and leadership initiative among team members. Based on the content provided in the case, explain the action that Barker can take to improve collaboration among the team members.Compassion is a significant attribute of many religions and philosophies, as well as being important for both authentic and servant leadership. From a Christian worldview perspective, discuss how would you empower your teams as a leader through compassion, honoring diversity, engaging team members in civil discourse, and supporting equality for all members as they work toward a common goal.Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.
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REV: DECEMBER 11, 2017
BORIS GROYSBERG
KATHERINE CONNOLLY BADEN
Blake Sports Apparel and Switch Activewear:
Bringing the Executive Team Together
Cameron (Cam) Barker, founder and CEO of Blake Sports Apparel and Switch Activewear, cut
across the parking lot to his car after a long day at company headquarters in Birmingham, England. He
was preoccupied by a phone call earlier that day from a member of his executive team: two members
of the team had failed to cooperate to resolve a simple issue, and the caller had asked him to intervene.
Lately such incidents were all too frequent. Individually, the executives were competent—most had
been at the company for several years and contributed substantially to its growth—but the team’s
dynamics were dysfunctional. Mistrust, lack of communication, and refusal to collaborate were
rampant. Barker was ready to act, but what action should he take? Were the right people in the right
roles? Were the right people even on the team? Was the team appropriately structured and managed?
What changes should Barker make to strengthen the company’s leadership and position it for
continued growth? (See Exhibit 1 for an organizational chart; see Exhibit 2 for profiles of executiveteam members.)
Blake Sports Apparel
Blake Sports Apparel, founded by Barker’s father, paid licensing fees to leagues and brands in order
to manufacture sports apparel and accessories using their logos, which they in turn sold to retailers in
the marketplace. A decade after its founding, Barker formally took over the family business as CEO.
At the time, Blake Sports Apparel’s manufacturing licenses were with several small brands; shortly
after Barker began his tenure as CEO, he met the founder of the mid-size brand Cartlock and began
manufacturing goods for that company as well. “At the time Cartlock was at $25 million. Then Cartlock
went from basically zero to a billion,” Barker recalled. “We rode the wave through them going public.
Ninety percent of our business was definitely Cartlock; we were 15–20 percent of their business.”
Ten years later, despite the partnership’s success, Barker started to feel uneasy about Cartlock’s
long-term direction. After contemplating his options, he decided to approach Howell, a large global
brand. The initial meeting went well; shortly, Barker found that he had to negotiate his way out of his
deal with Cartlock to take on a deal with Howell. He also had to quickly upgrade infrastructure to
Professor Boris Groysberg and Research Associate Katherine Connolly Baden prepared this case. This case was part of the YPO/OPM research
project. It was reviewed and approved before publication by a company designate. Funding for the development of this case was provided by
Harvard Business School and not by the company. Professor Groysberg has conducted paid consulting work for this company. Certain details
have been disguised. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of
primary data, or illustrations of effective or ineffective management.
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