deal with Adidas. Eisen: That's interesting. Center on the Tampa campus. His employees attest to the seemingly boundless energy of the man at the head of Henkel. Every business decision contains an element of risk. Kasper Rorsted: Good to see you. One of our values at Henkel is, We put our customers at the center of what we do. We have to understand their needs and wishes and enter into a dialogue with them. Anytime we travel, we arrange informal breakfast meetings or roundtables with them. embrace a culture of diversity. There are certain things that are nonnegotiable, you know, discrimination, hate crime, a child labor, and discriminatory, you simply can't accept that. Where do you see Henkel today in this respect, and what challenges are looming on the horizon? That belongs to what we need to do. That would have diluted their effectiveness from the very start. We see ourselves as a leader in sustainability. But in order to do this, they need to know and understand our strategy. 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. 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. 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. Egon Zehnder: Wasnt there any resistance to your plans? He quipped, As long as you buy it, I dont care.. Since 2018, Rrsted has served on the board of directors at Nestl, but the company "You can only be successful in the long run if you keep asking yourself what can be done better and where potential is still hidden.". McKinsey: At the 2013 World Economic Forum, in Davos, you told reporters that the price for high growth is volatility. What are some of the steps Henkel has taken to manage volatility in emerging markets? Speaking of super cool products, Stan Smith going 100% recycled. the third speaker in the University of South Florida Muma College of Business Thought He told me, If you do something, do it with your full heart and do it properly. So probably what we see right now, with all the volatility, is going to continue. Member of the Board of Directors, the Nomination Committee, and the ESG Committee. manager at Hewlett-Packard from 2002 to 2004, and in various management positions This is especially important because as much as 70 percent of the ecological footprint of our detergent products is generated during their use phase. The company has 62,285 employees worldwide, with 2,500 retail stores in over The management team under the leadership of Kasper Rorsted succeeded in steering adidas and its employees healthily and safely through this unprecedented crisis. Kasper Rorsted, who has been Adidas CEO since 2016, will step down sometime next year, and the search for his replacement has begun, the sports footwear and apparel brand said Monday. In addition, I try not to pass the buck when things arent going well, but to shoulder the responsibility myself. Rorsted: I believe we have made a real breakthrough. I think it's very different. at Compaq and Oracle. But we actually welcome everybody that's taking a step forward. Rorsted: Well Sara, I think that this is part of being a global CEO. manufacturer Henkel. Share prices of the company have fallen about 37% since the beginning of 2022, a major hit that can be . 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. This was an intensive effort to ensure that each and every one of our people knows where the journey is taking us and what contribution they can make. His favorite app 365 Dream We also increasingly recruit cross-border: at international recruitment fairs, we meet highly qualified candidates studying abroad and encourage them to work for Henkel in their home countries. This also gave us the courage to stick to our goals and decisions even when things got tough. Another was my early career in Americas high-tech industry at a time when something entirely new was taking shape. 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. As a leader, when you promise something, you have to stick to it. Innovation is what our company is about. you better.. And I've been very vocal on this topic since last summer. And we use Parley for ocean plastic. He has been at the helm of the global sportswear giant since 2016. And as a company that stands for something positive energy, sport, And I think the consumer says that we are resonating more and more, you know, a lot of our consumers are very young consumers. Rorsted looks to improve sales and revenues, by doing so, he takes the feedback from employees and customers and changes it. Aug 6, 2020 Germany. All references must be sourced to the CNBC Evolve Global Summit. Second, [we have] a relentless . 62,000 worldwide, with 2,100 retail stores in over 50 countries. Is that your call? 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. always come first. Our employees know who I am and what Im doing. Good to see you. 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. McKinsey: It seems you spend a lot of time talking not only with consumers but also with employees. There were no rules. and employees first. And right now, we're not making the same marginal issue as the normal Stan Smith, but over time, we will be. Rorsted: Of course I also talk about strategies, financials, and our brands those things make up the lions share of my job. at Henkel in 2005 as the executive vice president for human resources management, But I think that the most profound difference for us is that we were making it an integral part of our business model. Nine out of 10 articles will be sustainable by 2025. Adidas is the largest sportwear manufacturer in Europe and is headquartered in Herzogenaurach, The company also plans to reach climate neutrality by 2050, according to its 2020 For me, this is one that has such a devastating impact on the entire environment, And every year you're going to have you know, a new, I would say disruption, whatever we want to call it. Im very honored to run this company. Kasper Rorsted: "We were the first to combine pop culture and sports [with West]. But of course, when it comes to our values, the entire leadership team has to lead by example. I think that the scrutiny on companies and CEOs are much greater today. Before joining Adidas, Rrsted was the CEO at Henkel from 2008 to 2016. We made it clear that our values were important and that we were going to act accordingly. 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. Rorsted: You know, I think I have the Stan Smith shoe here, which is made out of mushroom leather. The Ukrainian border is 1,000 miles The network's 15 live hours a day of news programming in North America (weekdays from 5:00 a.m. - 8:00 p.m. 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. Video. 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. Kasper Rorsted: Mature markets will remain important for us. Then your employees will follow you as well. We put great emphasis on internal promotion and talent development. 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. I think this mindset is the key to success. Rorsted: The most important thing is to clearly map out your path for the long term. 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. And I think we've made a tremendous amount of progress. 178 nationalities. So you have technology elements, you know, challenges, you have cost challenges at a given stage. of Business Thought Leader Series. And I think over time that will happen, but I think we need to give the consumer the choice of both. American sports fans. McKinsey: Is there anything else youd like to share with our readers? 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. Tampa | St. Petersburg | Sarasota-Manatee. Eisen: What's the most difficult challenge you laid out? Rorsted: You know, I spent a lot of time listening to make sure that I really understood the situation at the appropriate level. If you continue, you will be taken to the alternate language home page. And as long as we can deliver a product that doesn't compromise on performance or price to the consumer, eventually the consumer will be very open. Do. We need to help more women develop the skills they need for management positions. 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. The majority of consumers in the personal-care sector are female, so why should our products be developed and marketed by men? In those markets, we will aim to gain more top positions with our strong brands while increasing profitability. This interview with Kasper Rorsted, the chief executive of Henkel, the consumer and industrial products company based in Dsseldorf, Germany, was conducted and condensed by Adam Bryant. To succeed in an increasingly volatile market environment, we need simple structures and processes. Rrsted spoke to nearly 450 people on Thursday in the Marshall Student Centers Oval See Kasper B Rorsted's compensation, career history, education, & memberships. What challenges are you looking forward to in the coming years? In keeping with our vision of being a global leader in brands and technologies, we then formulated five values: customers, people, financial performance, sustainability, and family business. It has been and will continue to be a super important market for us. What lessons have you learned that other companies can also learn from? Data is a real-time snapshot *Data is delayed at least 15 minutes. We are very successful there. Our people are important to me and I hope that they realize it. 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. Rorsted: I think it depends on which company you are. Rorsted: Thank you very much and great to be here. Because in the beginning, it will never be. a no-win proposition for everybody, he said. Kasper Rorsted: I would like to share a piece of advice my father gave me many years ago. adidas CEO Kasper Rorsted At a Glance The CEO score provides an understanding of how employees feel about the CEO's leadership style and effectiveness at adidas. a controlled lab environment. Adidas CEO Kasper Rorsted will remain at the helm. industrys first fully data-driven shoe that combines athlete data and 3D printing. Rorsted: It was mostly the intellectual challenge of succeeding in a sector of which I had only a rudimentary grasp at the time. Eisen: Well, that's why you are a great guest to talk about this subject. Rorsted: There can be a number of reasons. McKinsey: Speaking of your IT background, what role do IT and digital technologies play in Henkels corporate strategy? The news comes as a shock, especially considering that Rorsted had signed an extension to remain CEO until 2026 on top of his leadership leading to 5x growth in the North American market, that is until the Covid-19 pandemic hit the scene. Global Business and Financial News, Stock Quotes, and Market Data and Analysis. Was it a kind of one-man roadshow? My board-member colleagues and I are also in regular contact with 200 to 300 high-potential employees at Henkel. Kasper Rrsted was 42 years old when he was fired from Hewlett-Packard in 2004. He will be the first Thursday's Thought Leader Series speaker since 2019. . and sneakers include Beyonc, Kanye West, and Pharrell Williams. So the workshops were always moderated by the immediate supervisor, who in the end is responsible for implementing the measures. Why havent other firms been as successful? Kasper Rorsted is a Danish businessman who currently serves as the CEO of Adidas, the German sportswear firm. But it's a question of time. The company has continued to pay employees in Russia and has donated $1 million in Egon Zehnder: You just said that it was an intellectual challenge that brought you to Henkel. 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? Now we are down to less than 400, and yes, theres still potential to focus further. Sara Eisen: Welcome, Kasper, it's so great to have you at our Evolve conference. Everything here exudes tradition, dignity, and a spirit that seems to draw its strength from the stillness. Rrsted started To reserve Rrsted wore a grey hoodie, jeans, and the beta version of the companys 4D running He always wanted to be able to speak his mind freely and not be under obligation to adjust his thinking to those paying his salary. Rrsted said collegiate partnerships such as the one with USF help the company reach He works closely with numerous family entrepreneurs and management on, Intergovernmental & Multilateral Organizations, leadership team throughout the entire organization. completed a series of executive programs at Harvard Business School. Egon Zehnder: Of your 47,000 or so employees, more than 80 percent work outside Germany. Germany. You were constantly understaffed. Diversity must play an important role in the company. All Rights Reserved. What do you like about the product? 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. performance, management successes and innovative solutions. And also being able to build products that are competitive in the way they do. Egon Zehnder: In other words, its always a little higher, a little further. I believe that over time employee satisfaction and identification with the company will grow because everyone will be clear on who we are and what we want. high content of reusable materials and reusable plastic. Egon Zehnder: Doesnt the sort of ongoing evolutionary change that you have been pursuing for three years now place a lot of stress on the company and its employees? During high school, Rrsted played handball for Denmark's national youth team. While our ten top brands currently account for 46 percent of sales, were aiming for 60 percent by 2016. Coming out, obviously against hate, and in support of Black Lives Matter. Thank you for letting me in. Video from the interview will be available at cnbc.com/evolve. But I think that is normal in any company. 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. In 2021, women made up 37% of executive leadership roles, an increase of 2 percentage I think we are a learning organization. One example is our home market, Germany, where were making very high capital investments; with around 13 percent of sales, its our second-most-important market after the United States, and it will remain a cornerstone of our success. In addition, he is a self-confessed fan of soccer team Bayern Munich. He also believes the company should stand up and address On 22 August 2022, it was announced that he would hand over his role as CEO 2022. This makes Henkel one of the most internationally oriented companies with German roots. But in fast-growing emerging markets, you cannot expect the same stable conditions that we are used to in mature marketsjust think of the political unrest in the Middle East, for example. But right now we are doing that. We will continue to strengthen our position in growth markets like China, Russia, and Brazil. And I think we are a learning organization. Only when we are close to consumers can we offer them products that cater to their specific needs. t-shirts and cool sneakers., At a private breakfast with Executive Bulls donors, someone asked if he prefers people What was happening inside the company that made you realize you really had to do things differently? We have a results-driven performance culture. Eisen: Do you think you get credit from investors, consumers, employees, and whoever, whichever stakeholder you're doing this for? McKinsey: You mentioned the role of your strong brands. Copyright 2023,University of South Florida. Visit our Press Room to find our press contacts, reports and publications. He is proud Adidas is a truly global and diverse multinational company and touted McKinsey: Corporate social responsibility and sustainability are topics of growing importance. Were aiming for growth in both emerging and mature markets. That's another tricky tightrope that you have to walk when it comes to speaking out against human rights. Rorsted. It has certainly helped that we stuck to our course from the very beginning. Of course, were against the war. When you think about ESG, where do you think it's going? renewable materials, such as the mushroom-based Stan Smith Mylo. 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. "Kasper . Family for me is more important than the job, he I do think that its important that the industry will and can do this, but somebodys So that has changed. Theater as part of the University of South Florida Muma College of Business Thought The Danish businessman has been at the helm of the global sportswear giant since 2016. is so negative. Rorsted, who heads one of the largest athletic wear companies in the world, will be Rorsted: The challenge is not to have a quota or not, but addressing the underlying issues. Rrsted said he didnt know when retail operations If you look upon internally, there's a tremendous, I would say, enthusiasm and rallying around what we're doing right now. But I think it's a very different job today than in 2008. And there are certain elements that are very closely related to sport. We meet customer needs from one end of the supply chain to the other. Do consumers really want this? We designed it to help us further understand customer behavior in shopping environments. McKinsey: To that end, Henkel recently set up a ShopperLab and a Beauty Care Lighthouse. In fiscal 2011, Henkels EBIT rose to over two billion euros the highest level in the almost 140-year history of the company. 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 I believe this is the most important challenge. We cant afford to rest on our laurels here. Kasper Rorsted: I was in no way aiming for a break with the culture of the company, but I did want to succeed in initiating a quick and thorough transformation. We are seeing more volatility and have to constantly adapt. Some high-profile Adidas brand ambassadors who wear the iconic three-striped hoodies to be the best sports brand in the world and to do it sustainably. Rrsted explained that the company is helping to end plastic waste with a three-pronged Maersk Executive Leadership Team Kasper Rrsted Member of the Board of Directors, the Nomination Committee, and the ESG Committee. In my opinion, a person who has never failed or made a mistake has probably never taken enough risks. Will you continue to do that? I know I always ask you in interviews about Kanye West to comment on his latest rant on Twitter, or what he said about slavery, which you did actually come out against.

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