A case study of two leaders at Burberry: Synergy or separation?
This case explores the background and leadership styles of two of Burberry’s leaders – Angela Ahrendts, CEO of Burberry from 2006-2014, who was instrumental in bringing a clearer strategic focus to the luxury company and tripling profits and revenues during her tenure, and Christopher Bailey, designer extraordinaire and Chief Creative Officer between 2009-2018 and CEO between 2014-2018. In focus are the complementary roles these two leaders played in Burberry’s digital transformation and how they collaborated and leveraged each other’s’ strengths and talents.
- Comparing different leadership profiles, especially in the context of digital change within the organization
- Exploring the importance of partnerships (internal and external) and leveraging one another’s strengths and compensating for weaknesses
- Leveraging the power of digital for strategic and operational change.
Burberry, Consumer Goods, Luxury Goods and Jewelry
2006-2018
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
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