He referred to the year ahead as a "reset" period—"a year of transition to set the base to again be a growing and profitable company."
You want to be judged against the worst possible baseline, not the far more impressive performance from back before the problems set in.
Gulden granted that Adidas had "the ingredients to be successful" but suggested they were in disarray. "We need to put the pieces back together again," he said.
The experience "can feel transactional, menus can feel overwhelming, product is inconsistent, the wait too long or the handoff too hectic."
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