Memo To Ceo

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  1. Memo To Ceo Format
  2. Memo To Ceo Format
  3. Memo To Ceo Example
  4. Memo To Ceo Example
  5. Memo To Ceo Template
  6. Hr Memo To Ceo
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Internal memo to ceo template
  • View Sample Memo to CEO(1) from HADM 3720 at Georgia State University. To: Chief Executive Officer From: Evan Kaine Re: Michael Rufo Case Lessons Learned Date: August 25, 2014 As you may be aware.
  • In a voice memo late Sunday, the hard-charging chief executive told employees he will “strengthen enforcement” of the Wall Street giant’s “Saturday rule” — which means that employees cannot work.
  • A Tectonic Shift Accelerates. In January of last year, I wrote that climate risk is investment risk.
  • A business memo is a short document used to transmit information within an organization. Memos are characterized by being brief, direct, and easy to navigate. They are less formal than letters but should maintain a professional, succinct style. Often, the purpose of a business memo is twofold: to identify a problem and propose a solution.

NIKE’s journey began in 1964, with a handshake between a runner and his coach. As our company has grown, so has our belief in NIKE’s role and vision for impact in the world. Today, we’re proud of our long history of helping to create a brighter future.

    Our strong values have guided us through this past year. As I write this letter, we continue to navigate a global pandemic, a climate crisis, a reckoning of racial inequity and more. This has been a defining moment for our society – and a defining moment for NIKE.
    NIKE is a brand of hope and inspiration. We believe in the power of sport to bring out the best in people, and the potential of people to bring out the best in our world. Ultimately, everything we do is grounded in a greater purpose: to redefine human potential – in the game and around the globe.
    For our team at NIKE, FY20 proved how much our people and purpose matter. It showed the difference that our voice and our actions can make. In the face of our society’s most pressing challenges, we embrace NIKE’s unique opportunity to lead the way.
    Our FY20 NIKE, Inc. Impact Report represents a true inflection point.

A business memo is a short yet formal document used for communication between employees. Memos are brief, effective and easy to navigate. They can serve a similar role as a press release, but the exception is the document is primarily for internal use instead of for local and national reporters.

    First, this past year we used NIKE’s scale and influence to raise the bar for sustainability. We launched our Supplier Climate Action Program to develop pathways for carbon reduction for our material and finished goods manufacturers. And we saw real progress throughout our supply chain:
  • We reached 100% renewable energy in U.S. and Canada in our owned or operated facilities.
  • Our textile dyeing and finishing suppliers reduced freshwater use by 30%, far exceeding our FY20 target.
  • Our Tier 1 finished goods footwear suppliers diverted 99.9% of our manufacturing waste from landfill.
    We’re also investing in solutions that create lasting change in our communities around the world. Building on collaborations with partners, such as the U.S. Olympic & Paralympic Committee, we created a training module called Coaching Girls, for volunteer youth coaches to help build a culture that makes sport fun and inclusive for girls.
    And through Made to Play – our global commitment to get kids moving through play and sport – we engaged our own teammates in the effort: more than 6,700 of our store employees across 29 countries volunteered more than 60,000 hours in FY20 to inspire kids to be active.
    At the same time, as our society continues to reckon with systemic racial injustice, we are committed to standing up for one of NIKE’s core values – equality. Our brand would not be what it is today without the powerful contributions of Black athletes and Black culture. And our belief in human potential inspires us to lead in addressing equality’s most persistent barriers. That’s why we’re taking meaningful action to support organizations focused on advancing racial equality in the U.S., including a combined $140 million commitment from NIKE, Converse, Jordan Brand, and Michael Jordan.
    We are also focused on building a diverse, inclusive team and culture, one in which all voices are welcomed and heard. This culture of belonging reflects the diversity of the athletes we honor, the people who love our products, and the communities we serve.
Memo To Ceo
    Our efforts have increased representation of women globally across the enterprise to 49.5% and representation of racial and ethnic minorities to 29% of our VP Leadership Team in the United States.
    We’re proud of the successes we’ve seen, but we know the work is still just beginning. We will continue to strive to lower emissions across our key operations, to shrink our product carbon footprint, to accelerate diversity and inclusion across our teams, to enable kids to have access to play and sport. We will always challenge ourselves to do better. Always.
    Our progress to date is measured against five-year targets we set for ourselves. As we’ve closed out these FY20 targets, we undertook a rigorous companywide effort to establish NIKE’s new five-year roadmap for global impact – our Purpose 2025 Targets.
    Today, as we close one set of targets, we begin our next journey. Our Purpose 2025 Targets are not just aspirations. They are a call to action – with clear goals, strategies, and accountabilities. We are also redefining what responsible leadership looks like. For the first time, we will tie executive compensation to NIKE’s progress in deepening diversity and inclusion, protecting the planet, and advancing ethical manufacturing.
    Our goal is, and always will be, for NIKE’s people and purpose to come together for good. At NIKE, we’ll never stop striving for better. Our purpose will always guide us, and our values will always push us forward – toward that better future we believe in.

Although addressed to you, this memo will be read by your employees, who will begin implementing intrapreneuring with or without your support. It will go better for you and your shareholders if you get involved in building the environment for intrapreneuring.

Memo To Ceo Format

The young talent you need to drive innovation is not buying the old social contract between corporation and employee. They are demanding work that is personally meaningful, work that is aligned with their environmental values and/or concern for social justice. They expect substantial freedom to make decisions and the opportunity to make major contributions early in their careers.

In essence, they are demanding an intrapreneurial career. If you don't meet their needs, they will stay with you only long enough to get trained and put your company on their résumé. Many of the best of your older employees have similar attitudes and needs. If their needs are not met they may retire on the job or leave to start their own firm.

Memo To Ceo Format

Though these independent attitudes do cause problems, if you understand how to manage them, these intrapreneurial attitudes can work strongly in your favor. Your intrapreneurial employees, young and old, can deliver the radical increases in the volume, quality and cost effectiveness of innovation that you need to deal with today’s disruptive economy.

How serious is the need for intrapreneurs today?

Memo To Ceo Example

  1. Almost every industry is being or will soon be disrupted by exponentially evolving technologies such as artificial intelligence, machine learning, genetics, nanotechnology, 3D printing, robotics, online learning, online marketing and social networking. According to Deloitte, “In the next ten years 50% of the S&P 500 will be replaced by digital disrupters.” The new game is disrupt your industry or be disrupted. Don’t be roadkill.
  2. Acquisition has proved to be no substitute for internal innovation. Two years after I sold our software business for $2.3 million dollars per employee, not one of my former employees was still working for the acquiring company. Unless you can maintain an intrapreneurial culture in the businesses you buy, their value declines rapidly.
  3. The world is unstable. Natural disasters such as hurricanes, flooding and droughts are increasing. There are increasing numbers of failed states. Subcultures are changing rapidly. You will need people close to the ground in many geographies and many subcultures to read what is going on and respond rapidly and creatively. This means empowering yet more intrapreneurs.
  4. Big companies now innovate inpartnership with startups and other entrepreneur-led firms. To co-innovate with entrepreneurial firms you need to come close to matching their ability to experiment, learn and change at warp speed. You can only be an effective partner to entrepreneurial firms if the relationships are managed on your side by intrapreneurs who are free to act rapidly without being second guessed by bureaucrats.

So what can you do?

You may think you can get breakthrough rates of innovation through suggestion programs, stage gate processes or the like.

You can’t.

Memo To Ceo Example

Dr. William Souder spent ten years studying 289 innovations in 53 different companies hoping to discover a process that could drive innovation success. He could not find one. Instead his primary conclusion was, “The intrapreneur is an essential ingredient in every innovation.” The system inevitably resists innovations that take resources from or threaten to replace the existing ways of delivering value to customers. Significant innovation only happens when a committed team of intrapreneurs drives the innovation though all the barriers, failures, mistakes and seizing of emerging opportunities that mark the intrapreneurial journey.

It is not the right process that makes an organization innovative. It’s the close and trusting relationships between self-motivated intrapreneurs and their management sponsors that moves innovations forward through the inevitable resistance of any corporate system. Sponsors coach the intrapreneurial teams, protect them and help them access resources. Good sponsors can recognize the real intrapreneurs from the “promoters,” who look and sound good, but don’t get the job done.

Creating an intrapreneurial organization will not only give you a major competitive advantage and profitable growth, it will also create the legacy of happy, deeply engaged employees, suppliers and partners committed to your company’s well being. As a side benefit it will also make a large positive impact on society’s major problems. In total, this is a legacy that Wall Street will celebrate and, at the same time one you can be proud to explain to your grandchildren.

This article is the first in a series of memos to the different stakeholders of intrapreneurship. Stay tuned for the memo to middle managers, millennials, women intrapreneurs and older intrapreneurs.

If you would like to learn more about the practice of intrapreneuring head over to

Memo To Ceo Template

Hr Memo To Ceo