Tough choices for consumer-goods companies, Reshaping retail: A conversation with Ahold CEO Dick Boer, Developing winning products for emerging markets, Perspectives on retail and consumer goods, Vice chairman of the management board (200708), Executive vice president of HR, purchasing, IT, and infrastructure services (200507), Senior vice president and general manager, Europe, Middle East, and Africa (EMEA) (200204), Vice president and general manager, EMEA (200102), Various management positions, including head of EMEA enterprise business group (19952001). Adidas and CEO Kasper Rorsted are parting ways in an unexpected shakeup. In 2010 we held almost 5,000 workshops in which I participated personally as often as I could to communicate our vision, values, and targets to all our employees around the globe. But when we improve each quarter, its mostly down to having the better employees. Im very honored to run this company. Look, if you make mistakes, recognize the mistakes and correct them and move forward to make certain that you correct the mistakes. Can you say more about that? As a family man who shares our values, he is also a very good fit on an interpersonal level, stresses Simone Bagel-Trah, who chairs the Shareholders Committee and the Supervisory Board and thus represents the Henkel family, which today still holds the majority of the voting shares. Kasper Rorsted: When I joined the company, Henkel had about 1,000 brands. I believe one of my strengths is that Ive never sought security. Skip Over Breadcrumbs and Secondary Navigation, Adidas CEO Kasper Rrsted Talks Owning the Game and Sustainability at USF Muma College Adidas shares have lost about 37% in value this year, ranking them among the worst performers on the 50-member Euro Stoxx 50 Index. Sponsors? And that's why we also making collaborations, as you said before, even with competitors of ours. In recent years, the 137-year-old company has fared wellin large part by dramatically boosting its presence in emerging markets, which today account for 45 percent of its global revenues of 16.5 billion. But the one that really has an impact on all of us is, you know, the plastic waste initiative that we put in place. Egon Zehnder: And how can you be certain that you have made the right decisions? We don't get all things right at the same time, you know, but when we get something wrong, I think we need to recognize we're getting wrong and be fully committed to it. But there was also the fact that I found Henkel fascinating as a company. He uses two iPhones and one iPad Mini. Not for this quarter thatll soon be over. he said. Egon Zehnder: Kasper, when you were appointedChief Executive Officer of Henkel in 2008, you said that there would not be a revolution within the company under your leadership, but rapid evolution. The company formerly owned the Reebok brand, and the sale of Reebok His favorite app 365 Dream We now generate about 42 percent of our sales in the growth regions of the world. Within Europe, there's tension between Europe and Russia. And who is Kasper Rrsted? He registered more Adidas is the largest sportwear manufacturer in Europe and is headquartered in Herzogenaurach, I think that that's where you got to be very careful and say you can't come in at every single situation all the time. Adidas Extends CEO Kasper Rorsted's Contract for Five Years McKinsey: As a non-German and the first Henkel CEO who did not grow up in the company, you represent a cultural change at Henkel. Since 2018, Rrsted has served on the board of directors at Nestl, but the company The athletic giant announced today Kasper Rorsted, the . Kasper Rorsted Wiki/Biography Kasper Rorsted is a Danish manager who has been the CEO of German sportswear firm Adidas since 2016. He said it was his first trip to the U.S. since before the pandemic in 2019. Eisen: Well on that note, I noticed that you have a new collaboration with Allbirds for a very low carbon footprint shoe. We designed it to help us further understand customer behavior in shopping environments. of Business Thought Leader Series. Rorsted: You know, it's hard to remember back then. Kasper Rorsted, born in Aarhus, Denmark in 1962, launched his career in the IT industry after completing his MBA at the International Business School of Copenhagen. So we believe that we have a leadership position in this, I don't see anybody having this kind of shoe or fully recyclable product coming out or, you know, with the relationship we have with Stella on fully recyclable hoodies. The company has pledged to make nine out of every 10 products sustainable by 2025. to be the best sports brand in the world and to do it sustainably. We put very aggressive targets in place for sustainability. Rrsted spoke to nearly 450 people on Thursday in the Marshall Student Centers Oval I thought working from home would have taught a controlled lab environment. Egon Zehnder: Wasnt there any resistance to your plans? He eats cereal for dinner. Eisen: Well, that's why you are a great guest to talk about this subject. And I think respecting those different opinions is very important that we don't have a uniform opinion right now. The innovation you mentioned is a remarkable example of targeted customer-relationship management. Egon Zehnder: Where does this liberal-minded approach come from? This system works very wellaround 80 percent of managerial positions at Henkel are filled through internal promotions. Eisen: Are we going to pay more for it? Kasper Rorsted will join the adidas Group as a member of the Executive Board on August 1, 2016 in order to ensure a smooth transition at the helm of the Group together with Herbert Hainer. This is why we held workshops on our sustainability strategy for 2030. Kasper Rorsted, head of the global manufacturer since 2008, discusses the companys growth plans, what it takes to hire good people, and how he fosters dialogue with customers and employees. Welcome to the official Facebook Page for Kasper Rrsted. Kasper Rorsted is a Danish businessman who currently serves as the CEO of Adidas, the German sportswear firm. The sportswear giant announced today that its supervisory board extended the appointment of the executive chief for another five years. And I think we are a learning organization. How do you equip your employees to hit the mark, or how do you find people who can make the leap effortlessly? the best sports brand in the world. Eisen: Your industry, fashion, does not get high marks when it comes to sustainability and environmentally friendly practices. Egon Zehnder: After a career devoted solely to IT, at the age of 42 you decided to change industries. So I make sure that my employees have also had first-hand experience with difficult times. We have already accomplished a great deal, but we are aiming even higher. We do that in part by investing in their development. Egon Zehnder: There is often a large distance to bridge between formulating a set of values and achieving a corporate culture which is an active expression of these values. announced that he is not running for re-election and is stepping down from that role in April. Adidas CEO Kasper Rorsted will remain at the helm. The Muma College of Business Thought Leader Series began in 2018 to attract nationally I believe that it is essential to start with a relatively clear destination in mind, and work step by step to get there. And we're a sports company. McKinsey: On the topic of getting the team right, how do you recruit and retain the best peopleespecially in markets where the Henkel brand is not so well known? I noticed the company was vocal against stopping Asian hate when that was going on. That was a key influence. Our company should reflect the markets in which we operate. You try to do the right thing, it happens most of the time and not always. We respect and are proud of our culture and history because they are an important part of what made Henkel the outstanding company it is today. The management team under the leadership of Kasper Rorsted succeeded in steering Adidas and its employees healthily and safely through this unprecedented crisis. Other companies execute sustainability Our management team has become more diverse as well: three of the six members of our management board are non-Germans, and in the managerial levels immediately below, more than half come from abroad. Kasper Rrsted to provide business advice at Thought Leader Series And if you cant do that, you cant be there as an employee. We need to help more women develop the skills they need for management positions. Rorsted, who heads one of the largest athletic wear companies in the world, will be What we do need, however, are structures that offer more flexibility to both our male and female employees, for example allowing them to work from home. You were constantly understaffed. In 2021, the German company had $23.6 billion in sales worldwide. stores and e-commerce site in Russia. Eisen: When we came up with this panel idea, we really wanted to map out a conversation from a leader in sustainability to talk about how you incorporate that into the business plan and the overall strategy. How much progress have you made along this path? We also use the ShopperLab to demonstrate to retail clients how they can use this approach in their stores. And every year you're going to have you know, a new, I would say disruption, whatever we want to call it. Kim Ross, a USF Muma College of Business alumna who sits on the colleges Executive Everything here exudes tradition, dignity, and a spirit that seems to draw its strength from the stillness. But I think that is normal in any company. And in America, we went out when it came to race and I realized along with the rest of the leadership, we need to take steps. Kasper Rorsted: I am convinced that a visible and accessible leadership style is most effective. To read more about issues critical to retailers and consumer-packaged-goods leaders globally, download McKinseys second issue ofPerspectives on retail and consumer goods (PDF3.7MB). Tell me more about how Henkel came up with that product line. If you're a global company, you cannot have a political opinion about every political system in the world, in my opinion. I think that part of the reason is social media is bringing a transparency and also a news flow out that was never there before. We see faster decision making, faster information transfer. You know, diversity and inclusion is one also. Video. Adidas CEO Kasper Rrsted, 60, leads one of the largest and oldest athletic wear companies in the world. Was it a kind of one-man roadshow? We see ourselves as a leader in sustainability. The mylo material is created The network's 15 live hours a day of news programming in North America (weekdays from 5:00 a.m. - 8:00 p.m. Apple, who made an appearance in 2018. All Rights Reserved. We want to hear from you. Another piece of advice that Ive taken to heart: stick to your goals, but be flexible in how you achieve them. And I think it's important that each CEO and company finds a few areas and tackle those with vigor because that way you really make progress, instead of trying to do everything else. Taking care of what you inherited is very important, Now we are down to less than 400, and yes, theres still potential to focus further. We dont get all things right at the same conversations that cover a wide range of topics. Then we have a full range of HR development tools that can be applied according to the potential of the individual candidate. Rorsted: It was mostly the intellectual challenge of succeeding in a sector of which I had only a rudimentary grasp at the time. And some employees accused you of being hypocritical, your head of HR left. To maintain this independence, he turned down a number of lucrative job offers in the private sector. Leaders with Lacqua: Kasper Rorsted Bloomberg Television 1.49M subscribers Subscribe 5.2K views 3 years ago Oct.30 -- Francine speaks with the Adidas CEO about the biggest challenges running a. He is proud Adidas is a truly global and diverse multinational company and touted When I walked in, I saw a lot of opportunities here, he joked. We do not allow anyone to hide behind good business results but fail on their leadership responsibility. The company made Forbes 2022 list of Americas Best Large Employers and Fortunes Michael Meier is head of the firms Family Business Advisory in Germany. Rorsted: I believe its important to be transparent and consistent. Gschwandtner adopted this . Part of the process involved benchmarking against other strong companies and our competitors, analyzing where we stood in terms of performance, size, and internationality. And on certain political stances, we simply don't voice our opinion because if that in a global nature, we could be voicing our opinion globally. And I think that's where a lot of companies are struggling. We have been able to achieve everything we have set out to do. And as a company that stands for something positive energy, sport, To learn more, visit https://www.cnbc.com/digital-products/. Kasper Rorsted: , am convinced that a visible and accessible leadership style is most e ective My door is open; , encourage colleagues to call me directly Our employees know who , am and what ,m doing , eat with employees in our canteens whenever , am traveling or here at headTuarters <ou cannot run a global company Family for me is more important than the job, he They try to, you know, say execute sustainability through donations. Dark wood, sandstone, muted light seeping in through the glass ceiling, an almost meditative silence when you enter the reception area of Henkel headquarters in Dsseldorf-Holthausen, you intuitively lower your voice and slow your pace. Doesnt the substance play a major role as well? But overall, I do think it's important that we respect different opinions at different times. With this new facility, were expanding our production capacity in one of our fastest-growing emerging markets. time, you know, but when we get something wrong, I think we need to recognize were McKinsey: To that end, Henkel recently set up a ShopperLab and a Beauty Care Lighthouse. of innovation, being committed to sustainability, and leading a company where people You know, we said what we're going to do and we executed that extremely diligently since last summer when we following the Floyd killing in Minneapolis. To succeed in an increasingly volatile market environment, we need simple structures and processes. is so negative. If you continue, you will be taken to the alternate language home page. As an example, we aim to promote responsible use of our products. The Danish businessman has been at the helm of the global sportswear giant since 2016. Discover job vacancies, find out how to apply to them, and learn more about careers at Maersk. Our guiding principle is that we treat everyone fairly, but not everyone the same. Our employees know who I am and what Im doing. the co-founder of Netflix, who spoke in 2019, and Steve Wozniak, the co-founder of We now employ about 47,000 people from more than 120 nations, working in more than 75 countries; over 80 percent of our employees work outside Germany. He will be the first Thursday's Thought Leader Series speaker since 2019. . He says it was his career's worst setback, and he blames getting fired on his bad attitude and confrontational style of leadership. Nevertheless, digital and social media have a great influence on how consumers see our products, so were focusing on using the Internet and social media to engage customers. Last September the company organized its second global Rrsted also talked about the war in Ukraine. and sneakers include Beyonc, Kanye West, and Pharrell Williams. for 32 years and has four kids. in getting Rrsted as a featured speaker. . Sara Eisen: Welcome, Kasper, it's so great to have you at our Evolve conference. Kasper Rorsted - The value driver - Egon Zehnder Shopping for household items like shampoo or detergent still happens largely offline, and we dont expect this to change substantially in the near future. And I think it's so fundamental for companies to really help innovate and find solutions that address the environment, not to be disrupted for the future. Adidas AG was sued by investors who claim the German sports giant knew about risks of its partnership with the rapper known as Ye long before his anti-Semitic comments were made public. McKinsey: Speaking of your IT background, what role do IT and digital technologies play in Henkels corporate strategy? I believe this is the most important challenge. he said. It's obviously such an important growth market for you, what 25% of the business, at least. Rorsted: I always tried to combine it with my regular visits to our markets, just like I always want to meet our high potentials in each country when I am there. Egon Zehnder: What do you think of a mandatory quota for women in management the subject of heated debate in Germany? If we do not expect to win in a market in a reasonable period of time, we will exit that market. "Kasper . 4202 E. Fowler Avenue, BSN 3403, Tampa, FL 33620, USA813-974-4281. To be honest, at the beginning I underestimated the amount of work involved. 4202 E. Fowler Avenue, BSN 3403, Tampa, FL 33620, USA813-974-4281. On his greatest accomplishment outside of work, he shared that he has been married There are certain things that are nonnegotiable, you know, discrimination, hate crime, a child labor, and discriminatory, you simply can't accept that. Kasper Rorsted: How Adidas Profits from Runtastic - ISPO.com Before that, Rrsted spent more than a decade in leadership and management positions ET) is produced at CNBC's global headquarters in Englewood Cliffs, N.J., and includes reports from CNBC News bureaus worldwide. t-shirts and cool sneakers., At a private breakfast with Executive Bulls donors, someone asked if he prefers people If I had failed I could always have returned to familiar ground, after all. Of course, a Management Board member cant assume the role of the supervisor, but we do have to be a visible presence to our management talents and show that we value them. During a Q&A session following his presentation, USF student-athletes asked Rrsted In my opinion, a person who has never failed or made a mistake has probably never taken enough risks. I think that the scrutiny on companies and CEOs are much greater today. Rorsted will leave the global apparel and footwear giant next year despite a contract renewal in 2020 that would have kept .
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