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| Under Armour CEO Kevin Plank said he was a believer in micromanagement at "certain levels." Wayne Taylor/AFL Photos/via Getty Images |
Micromanagement has long been a dirty word in corporate culture. Critics see it as a sign of distrust, bureaucracy, or an unwillingness to delegate. Yet Kevin Plank, founder and returning CEO of Under Armour, doesn’t shy away from the term. In fact, he believes it has a place in effective leadership — when used in balance with creativity and speed.
Why Plank Believes in Micromanagement
Speaking on In Depth with Graham Bensinger, Plank said that while too much focus on “process” can bog a company down, micromanagement “at certain levels” is vital.
“I do believe in micromanagement at certain levels. I think it’s totally underestimated,” he explained. “I want to get it right.”
For Plank, the point isn’t to slow people down with oversight, but to ensure decisions align with the company’s vision. Getting the answer right early, he argues, saves wasted time and prevents costly mistakes.
Running at the Speed of the Market
Plank started Under Armour in 1996 when performance apparel was still an emerging industry. At the time, Nike dominated the scene, Adidas was losing ground, and popular brands like Lululemon or Alo hadn’t even launched.
The young company couldn’t afford to wait. “We need the speed of market,” Plank said. “We need to be able to get things to market in 12 months, 9 months, 6 months if the product’s ready.”
That urgency, he explained, still drives his leadership style. Plank doesn’t see micromanagement as control for control’s sake, but as a way to maintain momentum while avoiding unnecessary detours.
The 80/20 Rule — and Sometimes 90/10
Plank organizes his leadership philosophy around the 80/20 rule. Eighty percent of Under Armour’s operations are structured and aligned to move at market pace. The remaining 20% is deliberately left open for creativity, experimentation, and unstructured thinking.
Sometimes, he said, the ratio tilts even more heavily toward structure. “We plan for 80, 85, 90% of our business to be set and structured,” Plank said. “For this 10%, we plan for these free days. We plan for ourselves just to be able to think a little bit.”
This balance, he believes, creates a disciplined foundation for innovation without losing efficiency.
A Return to Under Armour’s Roots
Plank stepped down as CEO in 2019 and officially left the role in 2020. After two different CEOs and a prolonged sales slump, he returned in 2024 to lead the company once again.
On the podcast, he acknowledged that Under Armour’s identity had shifted over time. “We went from being a brand to a company,” Plank said. Now, he wants to restore the brand’s cultural relevance and emotional connection with consumers.
“Nobody’s mad at us, they just haven’t heard from us in a long time,” he said, emphasizing the need to reignite Under Armour’s voice in the marketplace.
Kevin Plank’s defense of micromanagement highlights an important nuance in leadership. While too much control can stifle innovation, strategic oversight combined with a disciplined 80/20 approach can keep a brand agile, fast-moving, and creative.
For Under Armour, that philosophy may be the key to regaining its place as not just a sportswear company, but a brand that resonates deeply with athletes and consumers alike.
