Barbara Martin Coppola

And so the leadership was somehow more demanding than before, as it meant to really create new business models, a new brand identity, a new experience, circular processes and business models overall.

And so the leadership was somehow more demanding than before, as it meant to really create new business models, a new brand identity, a new experience, circular processes and business models overall.

And so the leadership was somehow more demanding than before, as it meant to really create new business models, a new brand identity, a new experience, circular processes and business models overall.

a more demand, if you will, and also a lot of excitement as we were expressing somehow the next frontier, the next era for Decathlon without losing the roots and without losing, you know, the culture and values that were so important for Decathlon.

a more demand, if you will, and also a lot of excitement as we were expressing somehow the next frontier, the next era for Decathlon without losing the roots and without losing, you know, the culture and values that were so important for Decathlon.

a more demand, if you will, and also a lot of excitement as we were expressing somehow the next frontier, the next era for Decathlon without losing the roots and without losing, you know, the culture and values that were so important for Decathlon.

I saw how different companies were defining their visions and their purpose. I had done two rebrandings prior in my experience, one at Google, and then I worked at Grubhub and did another one. And every time it was important to dig deep into why do we wake up in the morning? Why are we here? And what is the reason to have all the energy in the world to reinvent and transform oneself?

I saw how different companies were defining their visions and their purpose. I had done two rebrandings prior in my experience, one at Google, and then I worked at Grubhub and did another one. And every time it was important to dig deep into why do we wake up in the morning? Why are we here? And what is the reason to have all the energy in the world to reinvent and transform oneself?

I saw how different companies were defining their visions and their purpose. I had done two rebrandings prior in my experience, one at Google, and then I worked at Grubhub and did another one. And every time it was important to dig deep into why do we wake up in the morning? Why are we here? And what is the reason to have all the energy in the world to reinvent and transform oneself?

And that is about contributing to more than a bottom line. This is about societies. This is about people. This is about a bigger sense. And that's the inspiration and experience that I brought into Decathlon in order to do that. Somehow there is a rational side, but there is also an emotional side.

And that is about contributing to more than a bottom line. This is about societies. This is about people. This is about a bigger sense. And that's the inspiration and experience that I brought into Decathlon in order to do that. Somehow there is a rational side, but there is also an emotional side.

And that is about contributing to more than a bottom line. This is about societies. This is about people. This is about a bigger sense. And that's the inspiration and experience that I brought into Decathlon in order to do that. Somehow there is a rational side, but there is also an emotional side.

And it's important to play with both so that, you know, people go and lean in into the new strategy and transformation with a lot of energy.

And it's important to play with both so that, you know, people go and lean in into the new strategy and transformation with a lot of energy.

And it's important to play with both so that, you know, people go and lean in into the new strategy and transformation with a lot of energy.

It's a big, big differentiator. So imagine both at IKEA and at Decathlon, it starts with creating, designing the products, and then having the materials and understanding not only the quantities, but deep knowledge on what to use to the production, the supply, the transport, the logistics, and finally the stores. So the control end to end can mean a lot of different advantages if done well.

It's a big, big differentiator. So imagine both at IKEA and at Decathlon, it starts with creating, designing the products, and then having the materials and understanding not only the quantities, but deep knowledge on what to use to the production, the supply, the transport, the logistics, and finally the stores. So the control end to end can mean a lot of different advantages if done well.

It's a big, big differentiator. So imagine both at IKEA and at Decathlon, it starts with creating, designing the products, and then having the materials and understanding not only the quantities, but deep knowledge on what to use to the production, the supply, the transport, the logistics, and finally the stores. So the control end to end can mean a lot of different advantages if done well.

The first one is time to market. We can test and go fast and understand, you know, whether the creation resonates or not. You can go and control your costs much better because of the huge volumes, you know, being able to negotiate the prices and materials and the production. So the affordability of both IKEA and Decathlon is linked to that. But then there is the sustainability aspect.

The first one is time to market. We can test and go fast and understand, you know, whether the creation resonates or not. You can go and control your costs much better because of the huge volumes, you know, being able to negotiate the prices and materials and the production. So the affordability of both IKEA and Decathlon is linked to that. But then there is the sustainability aspect.