Nike’s Return to Its Culture.

Finally, they did it. And it’s about time.

Nike cut its losses and returned to leadership with deep brand roots.

By bringing back 30-year veteran Elliott Hill as CEO, the board signals that there’s more to leading Nike than business chops.

Nike’s differentiation lies in its DNA: inspiring athletes, innovating with emotion, and crafting vibrant stories.

A finance-first, cost-cutting strategy isn’t enough. Rather, it also requires a nuanced understanding of customers, culture, and product.

The last time they hired an outsider CEO, it didn’t end well.

So, this new leadership change is a very positive step, and it’s right to take a moment to celebrate.

However, the past four years have taken a brutal toll on the brand. It will take years to steer back on course.

In my opinion, Nike’s return to greatness must begin with humility.

Return to the core athlete. Go to wherever they are. Regain their trust through meaningful innovation and stories.

But another shift is needed—rebuild your internal culture.

True innovation is often misunderstood. It hinges on something intangible yet very, very real—a specific mindset and team culture.

This long-anticipated change of leadership will enthuse the remaining team. But only for a time.

Innovation will soon stall when the baked-in cultural incentives are risk-averse, arrogant, and reactive.

No progress, no breakthroughs.

The secret to reclaiming leadership in innovation? Rebuild your culture, adopt a new mindset.

Frederik Pferdt’s new book, What’s Next Is Now,emphasizes that fostering a culture of innovation is important.

To truly innovate, businesses must adopt a new mindset and nurture it. Relentlessly.

It is a mindset built on five pillars: optimism, openness, curiosity, experimentation, and empathy.

Together, these fuel a culture of constant adaptation and innovation.

Dial-up each, and you multiply opportunities.

The past? It’s just noise. Focus now on what’s next.

We have the power to shape the chaotic world around us. By reordering our beliefs, we control our inner world and make the outer world less chaotic.

In the end, we gain confidence and purpose.

How does this relate to Nike’s team culture?

When I joined Nike in the late 90s, the culture was messy, but our directive was clear.

It was a purpose-driven company that existed to provide “inspiration and innovation to every athlete in the world.”

In the early 2010s, the mission drifted to hitting $40 billion in revenue by 2020.

This eroded the culture. Incentives changed. Wall Street became our main customer.

Which brings us to our current saga.

The current story isn’t about a business giant’s return. This misses the point.

It’s about the return to a culture. One re-centered around a purpose.

With the right collective mindset, Nike will unlock its creative potential and shape our future again.

Here’s to hoping they do the right thing.