This paper analyzes the organizational structure and design of the world’s largest brand-name apparel marketers, Levi Strauss & Company. The concepts of hierarchy, change management, and employee involvement applications will be discussed, along with the organization’s environment and competitive strategies. The premise of this paper is the accomplishment of this organizational mode Levi Strauss for change and the ultimate success of the company’s transformation.
Levi Strauss and Company was founded in 1853 and since has become a household name in the trouser industry. They are the world’s largest producer of brand-name clothing and the second largest maker of jeans in the United States. Levi Strauss started the tradition of being an apparel innovator and today, the company still upholds the commitment to offering products that are right for every generation.
Levi Strauss mission statement is to seek to reflect the voices of the communities where they have a business presence and make a difference by addressing tough social issues and empowering people to solve their own problems and those of their communities
The values of Levi Strauss and Company are the foundation of the company. It is what defines them and sets them apart from the competition, sets the vision for the future, the business strategies and the decisions that are made. The four core values are empathy, originality, integrity, and courage. When they talk of empathy, they are walking in other people’s shoes. Their success comes from listening to what consumers want and meeting their needs of the consumers, retail customers, shareholders and employees. The company’s long-standing traditions of community involvement and employee volunteerism continue today which contribute to their commercial success.
Authenticity and innovation is what makes Levi’s an original. The jeans have been worn by generations who incorporated them into their own sense of style. The ethical