Discuss how Covid-19 impacted the Leadership & Management Practices within Burberry: 2.1 Critically Discuss the L&M Practices within Burberry:

The management methods used by Burberry were consistent with the principles of strategic management. The corporation had a clear strategic ambition to make Burberry a global premium brand that was nevertheless uniquely British (Olteanu, 2020). Therefore, attention had to be paid to primary strategic goals like developing new markets, increasing brand recognition, and enhancing supply chain efficiency. Burberry aimed to keep its fashion industry’s edge through strategic management practices.

Burberry’s management practices were deeply rooted in sustainability and social responsibility. The company recognised the value of making environmentally responsible decisions, such as using recycled materials in manufacturing (Frei et al., 2020). Burberry pledged to become carbon neutral by 2022 and launched the Burberry Foundation as part of its efforts to promote sustainability. These initiatives reflected Burberry’s commitment to corporate social responsibility and were in line with the shift towards eco-friendly business methods that are occurring at present (Pérez-Bou and Cantista, 2023).

However, the Covid-19 pandemic produced significant difficulties for Burberry and quickly prompted management and leadership changes (McMaster et al., 2020). There was a need for quick thinking and innovative solutions because the epidemic forced stores to close, disrupted supply lines, and reduced customer demand. Burberry redirected manufacturing in light of the severe lack of personal protective equipment (PPE) among healthcare workers. The company’s ability to pivot and provide aid during the disaster was displayed when its former production facilities began producing non-surgical gowns and masks (Harris et al., nd). By deploying its resources to support frontline workers and aid in the global fight against Covid-19, Burberry demonstrated its flexible leadership and commitment to social responsibility.

The pandemic also provided a boost to Burberry’s digital transformation initiatives. Because of the limits placed on brick-and-mortar businesses due to the lockdown, the company focuses on growing its online presence and increasing customer engagement through digital means (Tzavella, 2021). Burberry has begun using technologically-enhanced “virtual fashion shows” to introduce its collections to consumers worldwide. During reduced opportunities for face-to-face connection, social media played a critical role in sustaining brand awareness and encouraging customer participation. These actions demonstrated Burberry’s innovative marketing methods and willingness to use digital mediums to maintain contact with its clientele.

The significance of managing crises and risk mitigation was demonstrated by the effects of the pandemic on Burberry’s L&M procedures (De Camargo, 2022). In order to weather the storm, the corporation had to make some tough choices, such as streamlining processes and decreasing headcount. Minimising the damage to the company and protecting the brand’s future required strong crisis leadership and management.

Strong leadership and management practices linked with transformational leadership, strategic management, and sustainable business concepts were in place at Burberry before the Covid-19 epidemic (Hepner, 2022). Rapid adjustments were necessary due to the pandemic’s breakout, including adaptive reactions to personal protective equipment (PPE) shortages and an increased emphasis on digital transformation. Crisis management and risk reduction are more crucial than ever to ensure the organisation’s resilience and long-term success.

Burberry’s management and leadership styles shifted in response to the technical and social realities of the epidemic (Sumarliah et al., 2021). As a result of the pandemic’s effect on the economy, people changed how they shopped and what they bought. To adapt to the needs of its customers, Burberry has to reevaluate its product lineup, price policies, and distribution methods. Burberry reduced expenses and improved its supply chain to lessen the blow of the crisis (Triponel and Sherman, 2020). The company prioritised inventory control, stock reduction, and process optimisation. These measures were consistent with strategic management theories that stress adaptability, flexibility, and efficiency in adversity.

Also, the pandemic drove home the need for digitalisation and omnichannel capabilities in the apparel business. Burberry has redoubled its efforts to boost its online presence and digital consumer experience while its brick-and-mortar stores have been temporarily closed or reduced in scope (Rigby, 2020). In order to connect with customers from afar, the business invested in e-commerce platforms, website optimisation, and digital marketing tactics. Burberry aimed to create a more customised and unifi