Gap Case

To brief this article it explains the GAP, one of the largest retailers out there, last month decided to restructure/ redesign some of it management as well as online divisions. This was to help develop new more broad and somewhat innovative positions for their top level management team throughout their three brands. Also they plan on creating a whole new digital strategy team to get more involved with their online presence and distribution. What they’re planning on doing is taking all the North American, international, online, outlet and franchise divisions and basically having them lead by a single global executive for each of its brands. In addition they are working more on their new innovation, digital strategy and new brands division.

What this company is doing is actually pretty intelligent when you think about it. We spoke if it in some sense in Chapter one.

- Ambidexterity

-The challenge managers face of both aligning resources to take advantage of existing product markets as well as proactively exploring new opportunities.

This is exactly what they are trying to do here; be able to somewhat consolidate their management teams so that they can help keep more up to date with their current products as well as having new advances toward their online and new brands divisions. This relates directly to our course content as well as with what GAP has done which is in some way restructure their visions in certain aspect, changed peoples job descriptions and given them a much bigger playing field to gain from. Since also a lot of this is based on the global markets it has to do with what is explained in chapter two being that it is the global segment of the general environment which includes

- Globalization

-China’s Market

- Global trade

This decision for