![]() This case can also be used for a retail management course to look at a values-based organization in the retailing industry. The case demonstrates the power of a values-based organization and how this values-based leadership style can be used to reshape an organization. The theoretical readings are more suited for advanced leadership students and are a springboard for in-depth analysis and further assignments. The case is best taught later in the course where students are asked to connect various leadership or strategic change theories with organizations and outcomes. This case was written for advanced undergraduate or graduate organizational management, retail management and strategic change students. Students must evaluate the effectiveness of EILEEN FISHER's leadership system and determine whether the company can survive the economic downturn while remaining true to the company's core values. Reflecting on the reshaping of EILEEN FISHER and the many actions taken, the FLT team wondered if the creation of the new normal was sound and sustainable for the future. Turning to the employees, they had asked, What should we do? Teams throughout the company figured out new ways of working and recaptured EILEEN FISHER's profit. They shared not only identified issues, but their deep faith in the EILEEN FISHER collaborative culture a faith that was reflected in their first step to planning. From the beginning, the FLT had been transparent with the 800 employees in the organization, informing them that they were facing serious losses. Eileen Fisher and the Facilitating Leadership Team (FLT) met to reflect on the actions that were taken in the last 18 months in order to reshape their organization. During the downturn in the economy, EILEEN FISHER Inc., which had been experiencing significant growth in the years leading up to 2008, had to take some widespread organizational strategic action or potentially lose $11 million. ![]()
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March 2023
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