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kasper rorsted leadership style

    kasper rorsted leadership style

    So how do you deal with that, which is even tougher in some ways? Kasper Rorsted: Many companies have sustainability strategies and targets, but sustainability can only become an integral part of peoples daily work if all employees understand the underlying principles. CNBC also offers content through its vast portfolio of digital products such as: CNBC.com, which provides financial market news and information to CNBC's investor audience; CNBC Make It, a digital destination focused on making you smarter about how you earn, save and spend your money; CNBC Select, a financial site providing content to help users make informed decisions around choosing the right financial products for their lives; CNBC PRO, a premium service that provides in-depth access to Wall Street; a suite of CNBC mobile apps for iOS and Android devices; Amazon Alexa, Google Assistant and Apple Siri voice interfaces; and streaming services including Apple TV, Roku, Amazon Fire TV, Android TV and Samsung Smart TVs. To maintain this independence, he turned down a number of lucrative job offers in the private sector. He was born in Aarhus, Denmark and is a Danish national. Kanye West Gives Adidas CEO Kasper Rorsted The Pete Davidson Treatment By Also Declaring Him Dead On Instagram Armon SadlerContributing WriterInstagramTwitter September 1, 2022 Kanye Westhas. His favorite app 365 Dream been a declining trend for 20 years. We are seeing more volatility and have to constantly adapt. If we succeed in sustainability or when we also succeed as a business, he said. Before that, Rrsted spent more than a decade in leadership and management positions 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. I personally invested a great deal of time and effort in explaining to our people why we need to move ahead faster than before, where the journey will take us, and why this will leave the company even better and stronger in the future. The management team under the leadership of Kasper Rorsted succeeded in steering adidas and its employees healthily and safely through this unprecedented crisis. At Henkel 30 percent of our managers are already women. Last September the company organized its second global he said. the best sports brand in the world. a no-win proposition for everybody, he said. We point out, for example, that anyone can go to Harvard if they are a top achiever but first they have to reach that level. time, you know, but when we get something wrong, I think we need to recognize were Gschwandtner adopted this . Kasper Rorsted: I would like to share a piece of advice my father gave me many years ago. The company is active around the globe and currently employs about 47,000 people. And for us, the cost is more important than the competitive aspect of it. But I think that the most profound difference for us is that we were making it an integral part of our business model. And there are certain elements that are very closely related to sport. for 32 years and has four kids. So we have to place a higher priority on the recruitment and professional development of managers from Russia, the Middle East, and Asia. So it's done through the strategy of the company, the conversations we have in the boardroom. Rorsted: You know, I spent a lot of time listening to make sure that I really understood the situation at the appropriate level. Kasper Rorsted has been a very driven leader. Rorsted: Well Sara, I think that this is part of being a global CEO. 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. See Kasper B Rorsted's compensation, career history, education, & memberships. This allowed us to define our three strategic priorities: achieving our full business potential, focusing more on our customers, and strengthening our global team. Henkel managers from marketing or R&D regularly visit households. 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. Egon Zehnder: As you just mentioned, you travelled the globe for months to present and explain the new corporate values to Henkel employees worldwide. This is the foundation, a process we conduct with all 9,000 managers worldwide. And we've also seen that, you know, consumers while they say they're willing to pay for sustainability, eventually, they want to pay the same for sustainable products on unsustainable products. Eisen: Is that tricky when you have so many high profile people that you endorse? TAMPA (March 9, 2022) Adidas CEO Kasper Rrsteds definition of success is simple Will you continue to do that? Rrsted served as a senior vice president and general Rorsted: I believe we have one of the best evaluation systems in the industry. For me, I have the greatest job in the world., On his favorite job, aside from his current one, he said he loved working at Compaq. But then facing boycotts and backlash from Chinese media and Chinese consumers. Another was my early career in Americas high-tech industry at a time when something entirely new was taking shape. 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. This also gave us the courage to stick to our goals and decisions even when things got tough. manager at Hewlett-Packard from 2002 to 2004, and in various management positions When I walked in, I saw a lot of opportunities here, he joked. I noticed the company was vocal against stopping Asian hate when that was going on. Everything from use of water and production and wastewater with dying, and just the billions of garments that are sold every single year and discarded in landfills. By the way, I do the same: whenever I travel, I visit stores and talk to consumers. Speaking at the CNBC Evolve Global Summit, the Adidas. We aim to turn Henkel into a real-time enterprise. We are working on several initiatives, such as a standardized master data-management system for the whole company and an improved predictive model for raw-material price development. In our consumer businesses, products that are less than three years old account for approximately 40 percent of sales. 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. So they're putting the burden on our side and of course, we're putting a lot of effort into new technologies, new manufacturing, you know, ways to make sure that we over time get the cost down. They try to, you know, say execute sustainability through donations. To learn more about their needs and wishes, as well as their particular hair structure, our Beauty Care team did a survey in Saudi Arabia, Tunisia, and the United Arab Emirates, and the new hair-care line was developed on the basis of the survey results. Making it clear to everyone that we dont want to discard company traditions, that we value them, but at the same time that we need to break new ground was a major challenge, not only for me, but for the entire Management Board. 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. This puts us ahead of most companies in Germany, but at the top management levels we are not much better than other firms. got to take the lead and we want to be the leader in sustainability.. The event is free and open to the public, but reservations are required. Brown shoes have And I think the consumer says that we are resonating more and more, you know, a lot of our consumers are very young consumers. Everything here exudes tradition, dignity, and a spirit that seems to draw its strength from the stillness. We dont get all things right at the same 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. My father was a professor of economics and prized his intellectual freedom above all else. We have already accomplished a great deal, but we are aiming even higher. What were your reasons? Kasper Rorsted: I am convinced that a visible and accessible leadership style is most effective. Aug 6, 2020 Germany. Every time I come back from an extended business trip I ask myself if we have the right team in place in the region. And I think over time that will happen, but I think we need to give the consumer the choice of both. We will continue to strengthen our position in growth markets like China, Russia, and Brazil. Eisen: What about China? Nike has also made a lot of moves on this front. The company formerly owned the Reebok brand, and the sale of Reebok from the companys headquarters in Germany. So successful that the Adidas supervisory board voted last year to extend his contract We needed everyone to understand the core messages. 2023 CNBC LLC. And I have similar views about women in management positions. For a very long time, Stella McCartney said we're going to make a non-leather Stan Smith shoe. 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. Were establishing seven new R&D centers in emerging markets including India, Brazil, Russia, and South Africa. Rorsted: The challenge is not to have a quota or not, but addressing the underlying issues. But social issues come to mind, especially this year. As CEO, I believe that a primary task for me and the management board is to shape Henkels growth strategy and clearly communicate it to all employees. 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. industrys first fully data-driven shoe that combines athlete data and 3D printing. But it was definitely the right thing to do; the changes will play a decisive role in the companys long-term direction and growth. And youve been recognized by external experts as a leader in sustainability. Once they have been addressed, a quota becomes useless. When you think about ESG, where do you think it's going? Maersk Executive Leadership Team Kasper Rrsted Member of the Board of Directors, the Nomination Committee, and the ESG Committee. Kasper Rorsted: The ShopperLab is a room that recreates the shelves of a real store. Adidas CEO Kasper Rorsted will remain at the helm. Thats why I spend around 170 days per year abroad, meeting employeesfrom top executives to young high-potential individualsas well as customers and business partners. To learn more, visit https://www.cnbc.com/digital-products/. would resume. the issues as they are happening. Of course, were against the war. There were no rules. Right now we have done a recent survey, 70% of our consumers prefer to buy sustainable products. I think 8 to 10% of carbon emissions come from the fashion industry. Rrsted, 60, has been described as a highly successful and competent leader who is empathic, calm and a strategic thinker. He is proud Adidas is a truly global and diverse multinational company and touted Tampa | St. Petersburg | Sarasota-Manatee. And I'm not saying that we agree to all of them, or I personally agree to all of them all the time. Then we have a full range of HR development tools that can be applied according to the potential of the individual candidate. In a 45-minute presentation, Rrsted talked about the companys strategy of becoming And we've taken a very clear stand and I as the CEO have also done that and I think that's the way forward. 4202 E. Fowler Avenue, BSN 3403, Tampa, FL 33620, USA813-974-4281. It drives transparency to ensure that you need to do what you're doing. Most people want to play for the winning team, want to be personally successful, but they also want to have a certain amount of support. When formulating the values, we had to avoid the temptation, whether conscious or unconscious, to leave a back door open. Today, 55 percent of our employees are in emerging markets. In an interview at the CNBC Evolve Global Summit in June 2021, Rrsted discussed the Germany. points from the prior year. We have probably, you know, three to 400,000 people directly and indirectly employed by Adidas in China. 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). procurement, IT, and infrastructure services. team we really want to make sure that that problem is tackled to the utmost.. So successful that the Adidas supervisory board voted last year to extend his contract through July 2026. And I think there's a lot of goodness around it. I try to establish clear rules of the game. Share The following is the unofficial transcript of a CNBC interview with Adidas CEO Kasper Rorsted from the CNBC Evolve Global Summit, which took place today, Wednesday, June 16th. And that's why a lot of the big companies are making steps ahead. But it's a question of time. But, for example, if China is going to be one of our three most important global markets in 2015, do we have people on the ground who can really get things done? Eisen: We've been talking about so many different ESG issues. 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. Egon Zehnder: In other words, its always a little higher, a little further. He has been at the helm of the global sportswear giant since 2016. If you're a global company, you cannot have a political opinion about every political system in the world, in my opinion. Rorsted: Diversity management is one of the issues at the top of our agenda. and sneakers include Beyonc, Kanye West, and Pharrell Williams. I thought working from home would have taught This system works very wellaround 80 percent of managerial positions at Henkel are filled through internal promotions. We want to hear from you. Not only on diversity, which I have been vocal on I would say since 2004. With the assistance of two Harvard Business School professors, in 2009 we asked ourselves what it would take to implement our goals and our strategy. 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. Sign up for free newsletters and get more CNBC delivered to your inbox. Michael Meier is head of the firms Family Business Advisory in Germany. of Business Thought Leader Series. In the Middle East, which is one of our growth regions, many women wear veils. So that has changed. To succeed in an increasingly volatile market environment, we need simple structures and processes. I dont want to be seen as an administrator, but as an architect. shoes. of innovation, being committed to sustainability, and leading a company where people If you take the first recyclable shoe made out of ocean plastic, when we announced this shoe, of course, from a price point, it was not very competitive, you know, because the costs were very high. All rights reserved. who will ask questions to steer the discourse of the Q&A-style discussion. shoes that feature a 3D-printed midsole. I think it's very different. Egon Zehnder: How did you master these challenges? The simplification was the most important aspect. Companies need to make a cultural shift to measuring performance based on employee output, not hours spent in the office. Eisen: Well, that's why you are a great guest to talk about this subject. What was happening inside the company that made you realize you really had to do things differently? Its leaders shows respect to their employees by protecting their jobs, challenging them, and supporting them in their efforts to improve. We are very successful there. To be very clear: we are concentrating on markets where we hold leading positions or are able to generate sustainable growth. There are certain things that are nonnegotiable, you know, discrimination, hate crime, a child labor, and discriminatory, you simply can't accept that. In 2021, the company released the Stan Smith Mylo, a vegan version of its iconic Stan Typical questions addressed in the workshops included Who exactly are my customers? and What can I personally do to make things better for them?. We've talked about diversity and inclusion. Kasper Rorsted: Because Henkel is a global and diverse company, its crucial that we all have a common understanding of what strong leadership means. Rorsted: Thank you very much and great to be here. How do you equip your employees to hit the mark, or how do you find people who can make the leap effortlessly? Rrsted said he didnt know when retail operations We have set the ambitious target of generating 20 billion in sales by 2016, 10 billion of which we expect to come from emerging markets. Eisen: Well on that note, I noticed that you have a new collaboration with Allbirds for a very low carbon footprint shoe. But we need to focus on the future. 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. always come first. He quipped, As long as you buy it, I dont care.. Second, [we have] a relentless focus on driving innovation into our product. In that respect, too, we are leading the way among DAX-listed corporations: the share of women in management positions at Henkel is around 31 percent and has grown an average of one percentage point annually in recent years. He says it was his career's worst setback, and he blames getting fired on his bad attitude and confrontational style of leadership. So I do think that it's very important that the industry takes the critique, you know, at heart. He pushes his employees to success; it is not just about paying them. its laser-sharp focus on expanding the brand across the globe while putting its customers in the region with housing, food, clothes, and other basic needs. 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. I am convinced that we need this diversity; its a competitive advantage. Rorsted: No, I think it will and it has to because frankly, the industry is under such scrutiny. We meet customer needs from one end of the supply chain to the other. We cant afford to rest on our laurels here. With the value We put our customers at the center of what we do, for example, an executive cannot travel to the U.S. for a workshop and come back without having seen a single customer. It was great fun., On being a digitally enabled company, he said, At the end of the day, we sell cool A January 2020 profile by the German newspaper Bild offered some interesting tidbits into his routine. 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 he's very keen also to push this innovation along with us. Rorsted: If we look, we really see sustainability being an integral part of our business model. 178 nationalities. And do we have a successful relationship. than 800 patents with most innovations inspired by an athletes needs. Whether its your studies, sports, or your job, if youre not willing to do it with all your energy, you should leave it. 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 redefined our vision and values, simplifying them to make them easy to remember and more applicable on a global level. The company made Forbes 2022 list of Americas Best Large Employers and Fortunes getting wrong and be fully committed to it, Rrsted said. Adidas suspended the operations of its Egon Zehnder: And how can you be certain that you have made the right decisions? Where do individual employees currently stand in terms of performance, and where do we see their potential? He has been at the helm of the global sportswear giant since 2016. Is it the recycled polyester going fully there by 2024? said. The company has pledged to make nine out of every 10 products sustainable by 2025. Innovation is what our company is about. Rorsted: I invest most of my time and thoughts on whether or not we have the managers we need not just today, but for the next ten or fifteen years. And we've been very keen on setting aggressive targets. You try to do the right thing, it happens most of the time and not always.

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