Micromanagement often faces heavy criticism, yet Under Armour’s CEO, Kevin Plank, embraces it.
In many workplaces, micromanagement is seen as a detrimental practice, signaling bureaucracy and an unwillingness to delegate tasks. However, in today’s business landscape—characterized by “founder mode” leadership—this perception may be evolving.
During an appearance on “In Depth with Graham Bensinger,” Plank shared his perspective on leadership, emphasizing the importance of balance. He advocates for the 80/20 principle, where maintaining close oversight of employees plays a critical role.
“I firmly believe in micromanagement at certain levels. It’s often underestimated,” he remarked. “Getting it right is essential.”
Plank pointed out that being overly concerned with “pretense” or “process” can be counterproductive. “While those aspects have their place, focusing on the right answer can greatly reduce wasted time,” he added.
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Since the inception of Under Armour in 1996, the performance apparel market has undergone significant change. While brands like Nike dominated, others such as Adidas were struggling to keep up. The likes of popular brands from the 2010s, such as Lululemon and Alo, were yet to emerge.
Plank emphasizes that today’s market dynamics necessitate agility. “We need the speed of market,” he stated. “Our timeline must be condensed to nine or even six months if the product is ready.”
He stands by the concept of the 80/20 rule—focusing 80% on market responsiveness and leaving 20% for creative exploration. He’s even suggested a shift toward a 90/10 approach as he refines his strategy.
“We aim for 80, 85, or even 90% of our operation to be structured,” he explained. “The remaining 10% is set aside for innovation and thoughtful reflection.”
Following his resignation from the CEO position in 2019, Plank returned to lead Under Armour in 2024 after two successive CEOs and a challenging sales period.
On the podcast, Plank expressed a desire for Under Armour to revive its brand identity. “We have not communicated effectively with our audience for quite some time, but it’s not that they are upset with us,” he noted. “They simply haven’t heard from us lately.”
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### Hustle Verdict
Our take is that Kevin Plank’s approach to micromanagement signals a shift in how leaders can embrace agile decision-making while maintaining close oversight. By balancing structured operations with creative freedom, Under Armour is positioned to innovate rapidly in a constantly evolving market. We believe this strategy could set a new precedent in the industry, highlighting the importance of staying responsive to consumer demands in today’s fast-paced economy.
