https://www.cnbc.com/2019/09/14/blackberry-ceo-says-hes-hit-tipping-point-in-company-turnaround.html 

7-Eleven Franchisees Experiencing ‘Chronic Understaffing’ Despite Wage Increases

Threats

1. Increasing competition from Amazon’s rapidly growing logistics and last-mile delivery operations, which threatens UPS’s market share.

2. Rising operational costs from global supply chain disruptions, fuel price volatility, and labor shortages that challenge cost efficiency.

Opportunities

1. Expanding e-commerce market worldwide creates sustained demand for reliable parcel and logistics services, particularly in emerging markets.

2. Digital transformation and automation (AI route optimization, predictive logistics) enable UPS to enhance speed, sustainability, and customer experience.

Weaknesses

1. Heavy dependence on traditional delivery infrastructure can reduce flexibility and innovation speed compared with tech-driven rivals.

2. High fixed costs and unionized workforce may limit rapid restructuring or adaptation to new logistics models.

Strengths

1. Strong brand reputation for reliability and global delivery excellence supported by decades of experience.

2. Financial stability and advanced logistics network that enable long-term strategic investments in green and digital operations.

Leadership Style Reflection

Carol B. Tomé’s leadership style in this scenario reflects strategic and transformational leadership. She emphasizes focusing on “better, not bigger,” redefining success through operational precision, employee empowerment, and digital innovation rather than size alone. If I were emulating her style entering the conference room, I would communicate calmly, with data-driven confidence, outlining both threats and opportunities first as the HBR TOWS approach recommendsHBR -- From SWOT to TOWS. I would encourage cross-functional collaboration, remind the team of UPS’s core strengths, and inspire purposeful innovation. Her transparent and adaptive communication style fosters alignment and optimism while reinforcing accountability in a rapidly evolving logistics landscape.

Threats:

1. Strong competition from Sony and Microsoft with their next-gen consoles and exclusive games.

2. Global chip shortage and supply chain issues that delay Switch production and reduce profit margins.

Opportunities:

1. Expanding the family and casual gaming market with Switch’s portable and easy-to-use design.

2. Growing potential in cloud gaming and digital subscription services like Nintendo Online.

Weaknesses:

1. Switch hardware performance is much lower than PS5 or Xbox Series X.

2. Limited online features and multiplayer experience compared to competitors.

Strengths:

1. Strong brand identity and iconic IPs such as Mario, Zelda, and Pokémon.

2. Creative product design and innovation that keep players loyal to the brand.

Reflection:
Shuntaro Furukawa’s leadership keeps Nintendo focused on innovation rather than competing directly on power or price. His steady and cautious approach helps maintain stability during global supply challenges, but it can also slow decision-making in a fast-changing market. I think his emphasis on creativity and long-term brand value is a strength that protects Nintendo’s unique position. However, to stay competitive, the company needs to modernize its online services and explore new technology trends faster. Overall, his leadership balances tradition and change, which fits Nintendo’s culture but might need more risk-taking for future growth.

• Political Appointments: The new Board's chair and four other members are appointed by the King-in-Council on the advice of the UK Secretary of State. This creates a potential threat of political influence over the BBC's governance.

• Lack of Agility: A conventional corporate board structure is definitely not encouraged for companies who are chasing ambitious goals and quick growth. This bureaucratic model poses a threat to the BBC's ability to compete in the fast-paced modern media landscape.

Opportunities

• Independent External Regulation: The new structure's greatest opportunity is the separation of governance from regulation. The BBC Board governs internally, while regulatory functions are transferred to an external body, Ofcom.

• Restoring Political Trust: The old Trust model was critically viewed by political parties. The fundamental reform provides an opportunity to reset the BBC's relationship with the government.

Weaknesses

• Risk of Stifling Innovation: The move creates a "by the books" corporate structure. This bureaucratic style can quickly shut down innovation, which is a significant internal weakness for a creative media organization.

• Designed for Corporate Leadership: The new board was designed to be run by a chair with extensive corporate experience, not necessarily media experience. This corporate focus could be a weakness when leading a complex public service broadcaster.

Strengths

• Clarifies Accountability: The old system created confusion over whether the Trust or the Executive Board was responsible for failures. The new unitary Board creates a single governing board, making it clear who's responsible.

• Adopts a Proven Structure: The new model is a traditional "unitary board," the type that governs top FTSE companies. This is a conventional, well-understood, and sensible governance structure.

David Clementi’s Transformational style of leadership drove him to seek a fundamental reform of what was perceived as a flawed BBC Trust. His Strategic background, honed in top corporate and financial roles, led him to his logical solution: a traditional, Bureaucratic unitary board. The pros of this decision are clear: it replaced a failed, confusing model with a sensible structure, clarifying accountability and separating governance from regulation. However, the primary con is the risk of stifling innovation. This "by the books" corporate model, championed by a leader with little media experience, could make the BBC less agile in a fast-moving creative market. To emulate his communication style when updating a team, I would enter with calm, sensible authority. I would be direct, stating the decision clearly. I would then rationally explain the "why," linking the new structure to a strategic need for stability and accountability, presenting the reform not as a whim, but as a logical and necessary solution.

-Strengths (S):
• Global market presence with diversified product portfolio in nutrition, health, and wellness.
• Strong financial resources enabling long-term sustainability investment.

Weaknesses (W):
• Historical reputation issues regarding environmental and ethical controversies.
• Complexity in aligning thousands of suppliers with sustainability standards.

Opportunities (O):
• Rising demand for eco-friendly, plant-based, and low-carbon products among young consumers.
• Advancing technology allows transparent supply chain tracking and carbon-footprint reduction.

Threats (T):
• Increasing regulatory pressure and public scrutiny over greenwashing claims.
• Growing competition from smaller, sustainability-driven brands with authentic engagement.

Reflection

Schneider’s leadership effectively blends empathy with strategic foresight, capturing the values of younger generations. His focus on sustainability not only enhances brand trust but also positions Nestle as a proactive leader in corporate responsibility. The transparency initiatives and eco-conscious innovation reflect a shift from profit-centered management to value-centered leadership. However, cultural and structural inertia within such a large organization can slow progress. Overall, Schneider’s transformational approach strengthens Nestle’s social license to operate, helping the company rebuild emotional connection with consumers while navigating the long-term challenge of implementing authentic, measurable sustainability across its global supply chain.

Threats (T)

• Public and Political Scrutiny:

  Clementi’s appointment drew wide attention, and the BBC chairmanship comes with “a lot of headaches” and strong external expectations, including political oversight from the government and Ofcom.

• Financial Pressure and Sector Challenges:

  The chairmanship salary is far lower than Clementi’s previous roles, and the BBC faces challenges ensuring “value to its customers” amid changing public expectations and industry pressures.

Opportunities (O)

• Implementing His Own Governance Model:

  The government adopted Clementi’s proposal to scrap the BBC Trust and introduce a “unitary board run by a chairman with corporate experience,” giving him the chance to execute the reforms he designed.

• Strong Support from Former BBC Leaders:

  Multiple former BBC chairs and directors, including Greg Dyke, Michael Grade, and Rona Fairhead, publicly endorsed Clementi’s governance reforms as “the right analysis” and “a sensible idea,” giving momentum to institutional change.

Weaknesses (W)

• Limited Media Industry Experience:

  The article notes he has “very little if any experience in the media business,” which may affect his ability to navigate BBC-specific operational and editorial issues.

• Background Perceived as Elite/Corporate:

  His reputation as a “City grandee,” “blueblood,” and someone from a long line of privileged and powerful British families may create distance from BBC staff or audiences who expect public-service orientation.

Strengths (S)

• Extensive Corporate Governance Expertise:

  Clementi chaired Prudential, Virgin Money, and advised multiple prime ministers on major national reforms; colleagues describe him as “very wise, sensible,” with “high integrity,” and “commercial but passionate about governance.”

• Proven Record of Leading Large-Scale Public Reforms:

  He led major privatization initiatives (BT, British Gas, electricity), warned about national economic risks (house-price bubble), and successfully restructured regulatory systems—demonstrating capability in handling complex, high-stakes institutional change.

As I reflect on the situation, I believe the reforms present more advantages than drawbacks. The BBC has operated under a governance structure widely viewed as flawed, and implementing a unitary board offers a clearer, more accountable model. Although I lack media-industry experience, my background in regulation, corporate governance, and public-sector reform provides a strong foundation for leading this transition. With broad support from former BBC leaders and a mandate for structural improvement, this moment represents an opportunity to strengthen oversight, enhance fairness, and ensure the BBC continues to serve the public with integrity.

- Strong global brand recognition and loyal customer base.

- Efficient franchise system with standardized operations and logistics support.

Weaknesses

- High employee turnover and burnout due to chronic understaffing.

- Limited career advancement and training opportunities for store-level workers.

Opportunities

- Introduce automation and digital scheduling tools to optimize staffing.

- Strengthen employer brand through enhanced benefits and diversity programs to attract younger workers.

Threats

- Labor shortages in the retail sector and growing competition from convenience delivery apps.

- Negative public perception is affecting franchise relationships and customer experience.

Reflection

The chronic understaffing issue at 7-Eleven reveals a deeper weakness in its human-resource strategy. While wage increases may appear to address retention, they fail to tackle the core problems of workload balance, employee morale, and career development. A transactional leadership approach focused only on pay incentives may achieve short-term staffing relief but undermines long-term trust and motivation. If I were leading this meeting, I would communicate with transparency and empathy—acknowledging franchisee frustrations while emphasizing collective solutions through technology and culture change. Sustainable performance requires investing in people, not just adjusting pay scales.

TOWS Analysis – Adidas

HONGYU SHEN

Threats (T)

• Increasing competition from Nike, Lululemon, Anta, and fast-growing DTC performance brands threatens Adidas’ global market share.

• Geopolitical tensions and supply-chain instability (especially EU–China trade dynamics) increase operational risk and cost volatility.

Opportunities (O)

• Rising global demand for women’s sports apparel, performance running, and football categories where Adidas has strong heritage.

• Digital commerce expansion and data-driven personalization offer high-margin growth through direct-to-consumer channels.

Weaknesses (W)

• Slower footwear innovation cycle compared to key competitors, particularly in high-performance running technology.

• Overreliance on celebrity collaborations creates revenue volatility and brand inconsistency when partnerships end.

Strengths (S)

• Powerful global brand recognition and strong authenticity in football, lifestyle, and performance categories.

• Robust international distribution network supported by mature supply-chain partnerships and a large digital ecosystem.

Reflection

Adidas’ current situation offers more strengths and opportunities than risks, positioning the company well for a strategic rebound. Its global brand equity, deep roots in football culture, and expanding digital commerce capabilities create strong foundations for growth. Although external competition and political uncertainty pose serious challenges, Adidas’ shift toward operational discipline and performance-focused product strategy offers clear direction. With rising demand for women’s sports and global enthusiasm for lifestyle-performance hybrids, the brand can grow meaningfully by innovating faster and strengthening direct consumer relationships. If execution remains disciplined, Adidas can convert this transitional period into long-term advantage.

1. Adidas has strong global brand power, which helps the company stay visible and trusted even when the market changes fast.

2. E-commerce performance is very strong, with more than 50% growth. This shows that the company can quickly shift to digital retail and still meet customer needs.

Weaknesses

1. Overall revenue dropped during the pandemic, showing that the company still relies heavily on physical stores for sales.

2. Opening more stores creates high operational costs, and these costs are harder to manage when consumer traffic is unpredictable.

Opportunities

1. Demand for sportswear and comfort clothing keeps rising, as more people stay active and focus on health. This gives Adidas room to grow its product lines.

2. Adidas can build a stronger mix of online and in-store experiences, which can help the brand stay close to customers in both digital and physical spaces.

Threats

1. Covid-related disruptions may continue, and sudden restrictions can affect store openings, product flow, and global demand.

2. Competition in the sportswear industry is intense, especially from Nike and other brands that are also investing heavily in digital channels.

Reflection

I think this situation highlights both the advantages and challenges for Adidas. Strong online sales show the company has a clear path forward and that customers continue to support the brand, even in uncertain times. However, opening more physical stores brings added pressure due to high costs and a rapidly changing market. Rorsted’s decision to keep stores open makes sense because it helps the brand stay connected to customers, but the approach needs to be balanced. Combining online and in-store channels could help Adidas remain flexible and adapt to future changes.

O — Opportunities The BBC’s international reach can expand with increases in global demand for reliable and unbiased journalism. The BBC can target young digital audiences through digital-first platforms. The BBC has a strong potential for international content co-productions.

W — Weaknesses In a quickly evolving media environment, the BBC’s slow, bureaucratic decision-making processes hinder the organization’s agility. The BBC continues to experience internal instability during the transition from the BBC Trust to a singular governance board. There are limits to the BBC’s commercial flexibility as a result of public-service commitments and regulation.

S — Strengths The BBC has a strong global legacy of accurate, fair, and impartial journalism. Clementi has extensive governance, fairness, and structural reform skills, including at the Bank of England. The BBC has an extensive network of global correspondents and a substantial loyal audience.

Having to spend this period in post Clementi period to understand the current state of the BBC, Clementi's emphasis on governance, transparency, equity and restructurings certainly puts the BBC in good stead, in this period of change and transition for the organization. When considering this situation in Clementi's style means that one would enter the meeting with the lead transparency conscientious of accountability and with a positive, defendable and enduring governance model that would restrain editorial freedom while enhancing internal control of governance the boundaries of closure. The benefits are rising trust and credibility of a publicity. One downside is that the emphasis on structure and system might limit the innovation to react to the fast moving global media environment. Overall, Clementi's emphasis on governance provides the BBC with stability, but to remain competitive and culturally in sync, some aspect of that stability will need to be a little bit more agile.

Threats (T)：

Young consumers, especially Gen Z, are becoming more skeptical about big companies’ sustainability claims. If Nestle does not show real progress, it could lose trust quickly.

Regulations on carbon emissions, packaging waste, and supply chain transparency are increasing, which could raise costs and add pressure.

Opportunities (O)：

Gen Z is willing to support brands that are truly sustainable and transparent, which gives Nestle a chance to rebuild trust through real actions.

New technology in recyclable packaging and low-carbon production allows Nestle to innovate and stand out from competitors.

Weaknesses (W)：

Nestle has struggled with reputation issues in the past (plastic waste, water usage, etc.), making it harder for the company to convince young consumers that change is real.

Managing a huge global supply chain slows down the shift toward more sustainable materials and processes.

Strengths (S)：

Nestle has strong R&D and financial resources, allowing it to invest in healthier products and more sustainable packaging.

Its global brand presence gives it the ability to influence suppliers and move the industry toward greener standards.

Reflection：

If I were communicating like CEO Mark Schneider, I would speak to the team in a calm, transparent, and future-focused way. I would emphasize that Gen Z’s concerns are not just criticism—they are a chance for us to improve and rebuild trust. The positive side is that real sustainability efforts can strengthen the brand and open new markets. The challenge is that these changes take time, money, and honest communication about what we can and cannot do yet. Still, by showing clear progress and listening to consumers, the company can move in a stronger and more responsible directio

• Rising competition from Amazon’s vertically integrated logistics network, which threatens long-term dependency and volume stability.

• Infrastructure inefficiencies (traffic congestion, aging roads, fuel volatility) that directly erode productivity and operating margins.

Opportunities (External)

• Monetization of UPS’s vast logistics and consumer behavior data to create new revenue streams and sustainability-driven partnerships.

• Accelerated demand for e-commerce, healthcare logistics, and last-mile delivery post-pandemic.

Weaknesses (Internal)

• Heavy carbon footprint driven by aircraft dependency and limited availability of alternative aviation fuels.

• Legacy systems and “dirty data pools” that slow down advanced analytics and commercialization of insights.

Strengths (Internal)

• Unmatched global scale and network handling ~25 million packages daily, embedded in 2% of global GDP flows.

• Pragmatic, inclusive leadership culture under Tomé that improves workforce engagement and adaptability.

Carol Tomé’s leadership reflects a calm, systems-level, and data-driven pragmatism well suited to crisis and transformation. Rather than reacting defensively to threats like Amazon or sustainability pressures, she reframes them as optimization challenges—focusing on efficiency, partnership, and long-term value creation. Her willingness to modernize culture while confronting structural realities (infrastructure, emissions, supply chain design) signals credibility and trust. If I entered the room in her style, I would ground the conversation in facts, normalize disruption, and align the team around practical experimentation. The strength of this situation lies in UPS’s ability to evolve without abandoning its core identity.

Threats (External)

• Persistent labor shortages in frontline retail roles reduce store hours, service quality, and customer trust.

• Rising wage competition from other retailers and gig-economy platforms intensifies employee turnover pressure.

Opportunities (External)

• Leveraging technology (self-checkout, scheduling AI) to reduce dependency on full staffing models.

• Reframing frontline roles as skill-building pathways could attract younger and more diverse talent pools.

Weaknesses (Internal)

• Franchise-level inconsistency in staffing practices creates uneven employee experiences and morale.

• Wage increases alone fail to address non-monetary motivators such as flexibility, respect, and growth.

Strengths (Internal)

• Strong brand recognition and high store traffic provide stability even during workforce disruption.

• Franchise autonomy allows localized solutions tailored to cultural and community labor norms.

Reflection

The staffing challenge reveals a structural flaw in relying primarily on wage increases as a universal motivator. While compensation matters, the situation exposes deeper issues related to work-life balance, perceived respect, and local labor dynamics. From a leadership standpoint, this is a cautionary example of misaligned incentives and one-dimensional problem solving. However, it also presents a pivotal moment: leaders who communicate with clarity, cultural awareness, and empathy can rebuild trust and redesign work in more sustainable ways. Addressing the human side of operations — not just the financial — will ultimately determine long-term resilience.

1. Strong operational discipline and financial focus under Tomé’s leadership, prioritizing profitability over pure volume growth.

2. Long-standing customer trust and brand credibility in enterprise, healthcare, and time-critical logistics segments.

Weaknesses (Internal)：

1. Organizational complexity and labor intensity make rapid structural change difficult across regions.

2. Sustainability commitments depend heavily on long-term technology adoption rather than near-term solutions.

Opportunities (External)：

1. Ability to reposition UPS as a premium logistics partner rather than a low-margin volume carrier.

2. Growing demand for specialized logistics (healthcare, B2B, cross-border trade) where Amazon is less dominant.

Threats (External)：

1. Amazon’s internal logistics capabilities continue to reduce UPS’s leverage with large-volume clients.

2. Macroeconomic volatility and fuel cost fluctuations pressure margins despite operational efficiency gains.

Reflection：

Carol Tomé demonstrates a leadership style that is measured, financially grounded, and resistant to panic-driven decision making. Instead of framing Amazon as an existential threat, she treats competition as a constraint to be managed rather than an enemy to fight. If I entered the room using her communication style, I would emphasize discipline, focus, and trade-offs, clearly stating what UPS will not chase as much as what it will. The advantage of this approach is strategic clarity and long-term resilience. The risk, however, is that excessive caution could slow innovation if market dynamics shift faster than expected.