Barbara Martin Coppola

Listening deeply. For instance, at the job at Decathlon, I spent a couple of months visiting different countries, different stores, warehouses, different functions, and just listening. Listening to the verbal aspect, but also to the cues that were given through things that you can feel.

Listening deeply. For instance, at the job at Decathlon, I spent a couple of months visiting different countries, different stores, warehouses, different functions, and just listening. Listening to the verbal aspect, but also to the cues that were given through things that you can feel.

And so little by little, you start defining not only the culture and feeling it, but also some assumptions that you have in your mind and somehow saying, OK, is this assumption right or is it not right? And somehow through that, you start drawing a strategy and starting to have a bit of an iterative process into the clarity of the strategy to then define it together with other people.

And so little by little, you start defining not only the culture and feeling it, but also some assumptions that you have in your mind and somehow saying, OK, is this assumption right or is it not right? And somehow through that, you start drawing a strategy and starting to have a bit of an iterative process into the clarity of the strategy to then define it together with other people.

And so little by little, you start defining not only the culture and feeling it, but also some assumptions that you have in your mind and somehow saying, OK, is this assumption right or is it not right? And somehow through that, you start drawing a strategy and starting to have a bit of an iterative process into the clarity of the strategy to then define it together with other people.

Yes, through this period of listening to people within the company, I realized that there was a lot of capabilities, a lot of skills, and a lot of dreams that were not being embedded into the mission as it had been defined until now. So what we did is, imagining a playing field, what we did is amplify it.

Yes, through this period of listening to people within the company, I realized that there was a lot of capabilities, a lot of skills, and a lot of dreams that were not being embedded into the mission as it had been defined until now. So what we did is, imagining a playing field, what we did is amplify it.

Yes, through this period of listening to people within the company, I realized that there was a lot of capabilities, a lot of skills, and a lot of dreams that were not being embedded into the mission as it had been defined until now. So what we did is, imagining a playing field, what we did is amplify it.

So it contained the mission as it was defined, but we went wider with move people through the wonders of sport. From that, we wrote the North Star. The North Star is like a manifesto. It's an inspiring piece of video and narrative that will project people into the future of what Decathlon can do for societies and for the planet alike. And that moment was really inspiring.

So it contained the mission as it was defined, but we went wider with move people through the wonders of sport. From that, we wrote the North Star. The North Star is like a manifesto. It's an inspiring piece of video and narrative that will project people into the future of what Decathlon can do for societies and for the planet alike. And that moment was really inspiring.

So it contained the mission as it was defined, but we went wider with move people through the wonders of sport. From that, we wrote the North Star. The North Star is like a manifesto. It's an inspiring piece of video and narrative that will project people into the future of what Decathlon can do for societies and for the planet alike. And that moment was really inspiring.

I remember standing as a woman CEO coming from the outside in front of all the leaders of the company and presenting the North Star. And I knew it had resonated because the eyes were actually tingling. I don't know how you say that, but there was something special. And so it was this very heartfelt moment that I very much loved. And then from that, we started defining the strategy.

I remember standing as a woman CEO coming from the outside in front of all the leaders of the company and presenting the North Star. And I knew it had resonated because the eyes were actually tingling. I don't know how you say that, but there was something special. And so it was this very heartfelt moment that I very much loved. And then from that, we started defining the strategy.

I remember standing as a woman CEO coming from the outside in front of all the leaders of the company and presenting the North Star. And I knew it had resonated because the eyes were actually tingling. I don't know how you say that, but there was something special. And so it was this very heartfelt moment that I very much loved. And then from that, we started defining the strategy.

So we knew where we were going long-term as a North Star, and somehow that inspired and widened, actually, the playing field for Decathlon to start writing the strategic pillars.

So we knew where we were going long-term as a North Star, and somehow that inspired and widened, actually, the playing field for Decathlon to start writing the strategic pillars.

So we knew where we were going long-term as a North Star, and somehow that inspired and widened, actually, the playing field for Decathlon to start writing the strategic pillars.

Yeah, North Star was widening the field, so that meant that we needed leaders that will build and create new things, that will go into the unknown while at the same time having the ability to improve the existing.

Yeah, North Star was widening the field, so that meant that we needed leaders that will build and create new things, that will go into the unknown while at the same time having the ability to improve the existing.

Yeah, North Star was widening the field, so that meant that we needed leaders that will build and create new things, that will go into the unknown while at the same time having the ability to improve the existing.