SINGAPORE, October 5, 2026 Nike is restructuring its global operations with a new model called Pace, which will see the company divide into three geographical regions: Americas, EMEA (Europe, Middle East, and Africa), and APGC (Asia-Pacific and Greater China). According to the source, the APGC leadership team will be based in Singapore, with some roles from Nike’s headquarters in Beaverton, Oregon, relocating to be ‘closer to the athletes and markets they serve.’ This change is expected to take effect in fiscal year 2028.
This move has drawn skepticism from former Nike executives and market analysts. They argue that embedding Greater China within a broader Asia-Pacific structure risks weakening Nike’s local market understanding in China, where consumer preferences require tailored products rather than global standardization.
Colby Howard, president of Heron Events at Heron Intelligence, stated that sources see real risk in the shift. Howard noted that pulling work out of markets like Shanghai and managing it from Singapore could erode critical local relationships, which he said are ‘almost more important than the product itself’ in China.
Patrick Ricciardi, an analyst at Third Bridge, said reorganizing the regional structure is ‘certainly interesting.’ Ricciardi’s contacts concluded that a major overhaul of Nike’s Greater China operations is needed and could take ‘at least two to three years.’ Nike continues to face challenges in Greater China, and the new strategy has prompted market watchers to question whether centralizing APGC leadership in Singapore will allow the company to maintain the deep local insights necessary to compete effectively in one of its most important regional markets.
The US administration, under President Donald Trump, Vice President JD Vance, and Secretary of State Marco Rubio, has not commented on this development. As Nike implements this new operating model, it remains to be seen how the company will navigate the complexities of the Asian market and maintain its competitive edge in the region.
Background
Nike has a long history in the Asia-Pacific region, with a significant presence in countries like China, Japan, and India. The company has faced challenges in the region, particularly in China, where consumer preferences and market dynamics are unique. In recent years, Nike has made efforts to tailor its products to the Chinese market, including launching a line of shoes designed specifically for the Chinese consumer.
However, the company’s new operating model raises questions about whether it will be able to maintain this level of local insight and responsiveness.
Impact on India and Asia
The reorganization of Nike’s APGC operations is expected to have implications for the company’s operations in India and other Asian countries. China remains a crucial market for Nike, but the company also has significant operations in other parts of Asia, including India. Analysts have noted that the move to centralize leadership in Singapore could impact Nike’s ability to understand and respond to market dynamics in individual countries. While Singapore is a key hub for the region, it may not be as well-positioned to understand the nuances of individual markets as Nike’s current regional structures.
Conclusion
Nike’s new operating model marks a significant change for the company, and it remains to be seen how the company will navigate the complexities of the Asian market. Skepticism from former executives and analysts suggests that the move could pose risks, particularly in China, where consumer preferences and market dynamics are unique. As Nike implements this new model, it will be important for the company to maintain its competitive edge and local insights in the region.
