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. Learning objective: 1) Comparing different leadership profiles, especially in the context of digital change within the organization; 2) Exploring the importance of partnerships (internal and external) and leveraging one another’s strengths and compensating for weaknesses; 3) Leveraging the power of digital for strategic and operational change.
Reference
IMD-7-1998
Keywords
Chief Executive Officer; Leadership; Agility; Leadership Behavior; Digital Transformation; Partnership; Millennials
Settings
United Kingdom; Luxury Goods Industry; 10,000 employees; 2006-2018
Type
Case (Published Sources)
Length
21 pages
Copyright
©2018
Language
English