kasper rorsted leadership style

Before I joined Henkel, I was told there was not much room for change. Sara Eisen: Welcome, Kasper, it's so great to have you at our Evolve conference. 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. 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. All Rights Reserved. Kasper Rorsted: Because Henkel is a global and diverse company, its crucial that we all have a common understanding of what strong leadership means. final paper OB.docx - Kasper Rorsted drives Adidas to 178 nationalities. Kasper Rorsted has been a member of the adidas Executive Board and the company's CEO since 2016. Copyright 2023,University of South Florida. McKinsey: What are your plans for mature markets? And there are certain elements that are very closely related to sport. a no-win proposition for everybody, he said. Kasper Rorsted is 53 years old, Danish-born and has headed up the German DAX company Henkel as CEO since 2008. And I think there's a lot of goodness around it. So he or she speaks on behalf of the company. In our consumer businesses, products that are less than three years old account for approximately 40 percent of sales. Egon Zehnder: In other words, its always a little higher, a little further. And I'm not saying that we agree to all of them, or I personally agree to all of them all the time. announced that he is not running for re-election and is stepping down from that role Rorsted: I believe its important to be transparent and consistent. see the end of plastic waste. These challenges are familiar to Kasper Rorsted, who in April 2008 was named CEO of Henkel, the Dsseldorf-based manufacturer of home- and personal-care products and adhesive technologies. The management team under the leadership of Kasper Rorsted succeeded in steering Adidas and its employees healthily and safely through this unprecedented crisis. Adidas shares have lost about 37% in value this year, ranking them among the worst performers on the 50-member Euro Stoxx 50 Index. Rorsted: You know, it's hard to remember back then. I spoke to him and his wife two weeks ago, of course, like we're speaking today, and they're super excited about us bringing this product into the market in the late summer. McKinsey: One of your newest product lines is Gliss Restore & Refresh, developed specifically for Middle Eastern women who wear veils. I think it's very different. They are making sneakers from recycled materials, making products that are We dont get all things right at the same We have defined a set of leadership principles and shared them with all our people managers worldwide in a series of workshops. In these meetings, managers at all levels and their teams developed a sustainability action plan for their own particular areas, defining concrete measures for achieving the targets on the road to Factor 3. Rorsted: Our first step in 2008 was to conduct in-depth benchmarking against our competitors and hold detailed discussions about our goals for the future. Kasper Rorsted: Its certainly a challenge to find and keep good local employees, especially in emerging markets. Kasper Rorsted has been head of Adidas since 2016. Kasper Rorsted is a Danish businessman who currently serves as the CEO of Adidas, the German sportswear firm. This is at Henkel in 2005 as the executive vice president for human resources management, It also meant that we had to take some major decisions that were unpopular at first, but the employees recognized our determination. On the Persil website, for instance, consumers can learn about reducing the water temperature in their washing machines and saving money at the same time, without compromising the superior performance of Persil. Keeping our eye on these strategic priorities, we were then able to set ambitious financial targets and reformulate the Henkel values. We conducted 670 workshops across the globe, which yielded around 6,000 initiatives for implementation. its laser-sharp focus on expanding the brand across the globe while putting its customers Video. Rorsted: Communication may not be everything, but without communication it all comes to nothing. As one example, our colleagues from Laundry & Home Care developed the idea of supporting employees to become sustainability ambassadors. These ambassadors go out and talk about sustainability to coworkers, suppliers, customers, and students. Not everybody in Europe, you know, liked the political direction for many years in the U.S. You know, right now there's tension in China. Thank you for letting me in. Kasper Rorsted - The value driver - Egon Zehnder Henkel managers from marketing or R&D regularly visit households. It doesnt interest me. The company formerly owned the Reebok brand, and the sale of Reebok procurement, IT, and infrastructure services. Kasper B Rorsted, Adidas AG: Profile and Biography I like to win, but I never try to just play it safe. And I think that's where a lot of companies are struggling. So I do think that it's important that the industry will and can do this, but somebody's got to take the lead and we want to be the leader in sustainability. Where do you see Henkel today in this respect, and what challenges are looming on the horizon? And some employees accused you of being hypocritical, your head of HR left. We have been able to achieve everything we have set out to do. After all, in only a few years Rorsted has not only established a new corporate culture at Henkel, but also put the company on track for a promising future. sustainable by 2025. from mycelium, the fast-growing fibrous root system of mushrooms that is grown in But I think that's also part of being a CEO in these days. That was a key influence. Best Debt Consolidation Loans for Bad Credit, Personal Loans for 580 Credit Score or Lower, Personal Loans for 670 Credit Score or Lower. Apple, who made an appearance in 2018. Of course, were against the war. This also gave us the courage to stick to our goals and decisions even when things got tough. So in summary, those are my key tasks as CEO: get the strategy and the team right. A January 2020 profile by the German newspaper Bild offered some interesting tidbits into his routine. Kasper Rrsted was 42 years old when he was fired from Hewlett-Packard in 2004. 4202 E. Fowler Avenue, BSN 3403, Tampa, FL 33620, USA813-974-4281. Brown shoes have And when we looked upon Allbirds, you know, they've done been doing a great job on certain elements of innovation, we can bring the footwear expertise into it, which they probably had to a lesser extent. 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. The company has continued to pay employees in Russia and has donated $1 million in We redefined our vision and values, simplifying them to make them easy to remember and more applicable on a global level. and making it an integral part of the Adidas business plan. completed a series of executive programs at Harvard Business School. Before that, Rrsted spent more than a decade in leadership and management positions And we're a sports company. Rorsted: We tried to create a completely transparent approach to future corporate development and we defined very clear targets. Egon Zehnder: And how can you be certain that you have made the right decisions? And we've been very keen on setting aggressive targets. 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. His favorite app 365 Dream That said, at Henkel we are also affected by the effects of the recession in Europe, and I expect Europe will continue to face an extremely challenging period over the next few years. Kasper Rorsted: To succeed in the highly competitive consumer-goods environment, we need both a management team that reflects the diversity of markets in which we operate and the innovation capabilities to address a broad range of varying consumer needs. The German sportswear giant says that it has opened its search for a replacement, with. the issues as they are happening. In 2021, the German company had $23.6 billion in sales worldwide. From 2001 to 2002, Read more Search He works closely with numerous family entrepreneurs and management on, Intergovernmental & Multilateral Organizations, leadership team throughout the entire organization. Rorsted: Its how I was raised. You have to lead with innovation in sport, he said. You were constantly understaffed. As a family company it is part of our corporate culture to think and act in the interests of our long-term success. And as a company that stands for something positive energy, sport, At the same time, I also want to say that, you know, things take time also for companies. The event is free and open to the public, but reservations are required. Some business students will also have the opportunity to ask Rrsted questions, as well as audience members who submitted questions before . Adidas CEO Kasper Rorsted. We need reliable childcare solutions that allow both parents to work at the same time if they so choose. So I do think that it's very important that the industry takes the critique, you know, at heart. 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. Tell me more about how Henkel came up with that product line. Then your employees will follow you as well. Kasper Rorsted: When I joined the company, Henkel had about 1,000 brands. Kasper Rorsted: "We were the first to combine pop culture and sports [with West]. Rorsted: Thank you very much and great to be here. But overall, I do think it's important that we respect different opinions at different times. Specific areas of the Lighthouse are devoted to topics that are important to us, such as sustainability or digital innovation. week of inclusion. We cant afford to rest on our laurels here. 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. Of course, very vocal on some of the racial issues around George Floyd. Our employees know who I am and what Im doing. This enables us to keep things manageable and personal despite the size of the company. Kasper Rrsted has been CEO of Adidas since 2016. Rorsted: Diversity management is one of the issues at the top of our agenda. Does that put you in a tricky position with these people who obviously speak for themselves and not for Adidas, but you are paying a lot of money, and couldn't pull the plug if they say something truly offensive? You did face a bit of a reckoning on the race issue at Adidas. Good to see you. Currently, e-commerce plays a minor role for us. Video from the interview will be available at cnbc.com/evolve. Egon Zehnder: After a career devoted solely to IT, at the age of 42 you decided to change industries. Days does countdowns. And of course, a critical part of my role is to make sure Henkel has the right team in place. Rorsted: I believe that someone who has always stuck to safe and familiar territory usually wont know how to react when the going gets really tough. It's obviously such an important growth market for you, what 25% of the business, at least. The company made Forbes 2022 list of Americas Best Large Employers and Fortunes At USF, the athletics department is in the fourth year of an eight-year partnership In addition, he is a self-confessed fan of soccer team Bayern Munich. Today, 55 percent of our employees are in emerging markets. This is only the beginning, but the impact plastic has on our global environment is so negative. He was born in Aarhus, Denmark and is a Danish national. in April. As consumer companies continue to expand their global presence, they face a host of formidable challenges: among them, staying close to the consumer, finding and attracting local talent, and managing an increasingly complex and far-flung organization. Kasper B Rorsted is Former Chairman-Mgmt Board/CEO at Adidas AG. 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.

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