Strategy & Leadership in Practice – Business
Management Assignment – MSc – 2025
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, Task 1: Leadership Response to COVID-19 – H&M and Helena Helmersson ……………………3
H&M’s Setbacks Amid the Pandemic …………………………………………………………………..…..3
Helena Helmersson’s Leadership Style ………………………………………………………………..…..3
Key Operational Decisions ……………………………………………………………………………...…...4
Strategic Direction Under Helmersson ……………………………………………………………………..4
Leadership Effectiveness and Impact ………………………………………………………………….......5
Conclusion …………………………………………………………………………………………………….5
Task 2: Competitive Strategy and Digitalisation at H&M …………………………………………….5
H&M’s Competitive Position and Strategic Approach …………………………………………………….5
Porter’s Generic Strategy Application ………………………………………………………………………6
Digitalisation as a Strategic Enabler ………………………………………………………………………...6
Organisational Structure and Digital Strategy Alignment ……………………………………………....…7
Strategic Effectiveness and Risks ……………………………………………………………………….…..7
Conclusion ……………………………………………………………………………………………………..8
Task 3: Organisational Culture at H&M – Cultural Web Analysis and Leadership Continuity ...8
Understanding H&M’s Organisational Culture ………………………………………………………….…8
The Cultural Web Analysis of H&M ………………………………………………………………………...9
Leadership Succession and Cultural Continuity ………………………………………………………...10
Conclusion …………………………………………………………………………………………………..10
Task 4: Leadership Reflection, Sociogram, and Resistance to Change at H&M ………………11
1. Leadership Reflection – Comparing Steffan Persson and Helena Helmersson …………………..11
2. Sociogram and Organisational Culture …………………………………………………………….….11
Sociogram of H&M (simplified): ……………………………………………………………………….…..12
3. Resistance to Change and Leadership Strategies …………………………………………………..12
Step 1: Diagnose the Root Cause ………………………………………………………………………...13
Step 2: Involve Resistors Early ……………………………………………………………………………13
Step 3: Communicate a Shared Vision …………………………………………………………………..13
Step 4: Build Cross-Functional Champions ……………………………………………………………..13
Step 5: Offer Skill Development …………………………………………………………………………..13
Step 6: Celebrate Wins and Feedback Loops …………………………………………………………..13
Conclusion …………………………………………………………………………………………………..13
References ………………………………………………………………………………………………….14
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Management Assignment – MSc – 2025
1
, Task 1: Leadership Response to COVID-19 – H&M and Helena Helmersson ……………………3
H&M’s Setbacks Amid the Pandemic …………………………………………………………………..…..3
Helena Helmersson’s Leadership Style ………………………………………………………………..…..3
Key Operational Decisions ……………………………………………………………………………...…...4
Strategic Direction Under Helmersson ……………………………………………………………………..4
Leadership Effectiveness and Impact ………………………………………………………………….......5
Conclusion …………………………………………………………………………………………………….5
Task 2: Competitive Strategy and Digitalisation at H&M …………………………………………….5
H&M’s Competitive Position and Strategic Approach …………………………………………………….5
Porter’s Generic Strategy Application ………………………………………………………………………6
Digitalisation as a Strategic Enabler ………………………………………………………………………...6
Organisational Structure and Digital Strategy Alignment ……………………………………………....…7
Strategic Effectiveness and Risks ……………………………………………………………………….…..7
Conclusion ……………………………………………………………………………………………………..8
Task 3: Organisational Culture at H&M – Cultural Web Analysis and Leadership Continuity ...8
Understanding H&M’s Organisational Culture ………………………………………………………….…8
The Cultural Web Analysis of H&M ………………………………………………………………………...9
Leadership Succession and Cultural Continuity ………………………………………………………...10
Conclusion …………………………………………………………………………………………………..10
Task 4: Leadership Reflection, Sociogram, and Resistance to Change at H&M ………………11
1. Leadership Reflection – Comparing Steffan Persson and Helena Helmersson …………………..11
2. Sociogram and Organisational Culture …………………………………………………………….….11
Sociogram of H&M (simplified): ……………………………………………………………………….…..12
3. Resistance to Change and Leadership Strategies …………………………………………………..12
Step 1: Diagnose the Root Cause ………………………………………………………………………...13
Step 2: Involve Resistors Early ……………………………………………………………………………13
Step 3: Communicate a Shared Vision …………………………………………………………………..13
Step 4: Build Cross-Functional Champions ……………………………………………………………..13
Step 5: Offer Skill Development …………………………………………………………………………..13
Step 6: Celebrate Wins and Feedback Loops …………………………………………………………..13
Conclusion …………………………………………………………………………………………………..13
References ………………………………………………………………………………………………….14
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