crowd, the head of one of the worlds most iconic brands spoke about having a mindset Adidas CEO Kasper Rorsted will remain at the helm. We want to hear from you. From zero to hero and back again it was all possible in the blink of an eye. And every year you're going to have you know, a new, I would say disruption, whatever we want to call it. 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. Henkel is active worldwide in three business sectors: Laundry & Home Care, Beauty & Personal Care, and Adhesive Technologies. 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. t-shirts and cool sneakers., At a private breakfast with Executive Bulls donors, someone asked if he prefers people 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. 3 talking about this. We designed it to help us further understand customer behavior in shopping environments. I believe this is the most important challenge. If you look from an investor standpoint, we've also changed one of our LTI long term incentive components are built around ESG. We have just established a Digital Council to coordinate Henkels digital activities, develop a digital vision through 2020, and explore digital opportunities for our businesses. He runs and plays tennis to keep in shape and is an enthusiastic skier. Egon Zehnder: Is transforming a companys culture primarily a question of communication, then? This system works very wellaround 80 percent of managerial positions at Henkel are filled through internal promotions. Theater as part of the University of South Florida Muma College of Business Thought Everything from how you interact in political issues to how well you take care of your employees, diversity and inclusion. industrys first fully data-driven shoe that combines athlete data and 3D printing. Anytime we travel, we arrange informal breakfast meetings or roundtables with them. McKinsey: To that end, Henkel recently set up a ShopperLab and a Beauty Care Lighthouse. How different is it to be a CEO in 2021 than it was back then? See Kasper B Rorsted's compensation, career history, education, & memberships. This makes Henkel one of the most internationally oriented companies with German roots. Center on the Tampa campus. Share prices of the company have fallen about 37% since the beginning of 2022, a major hit that can be . of Business Thought Leader Series. We put great emphasis on internal promotion and talent development. make certain that you correct the mistakes, he said. I try to establish clear rules of the game. Experience as global CEO and board member in listed international companies in IT, consumer goods and chemicals. And if we succeed in sustainability, or when, we also succeed as a business. During a Q&A session following his presentation, USF student-athletes asked Rrsted TAMPA (March 9, 2022) Adidas CEO Kasper Rrsteds definition of success is simple His employees attest to the seemingly boundless energy of the man at the head of Henkel. And for us, the cost is more important than the competitive aspect of it. Can you say more about that? Global Business and Financial News, Stock Quotes, and Market Data and Analysis. who will ask questions to steer the discourse of the Q&A-style discussion. And we use Parley for ocean plastic. Kasper Rorsted: I would like to share a piece of advice my father gave me many years ago. In 2021, women made up 37% of executive leadership roles, an increase of 2 percentage They visit schools and hold sustainability classes. And some employees accused you of being hypocritical, your head of HR left. It was definitely a thing and it was very public. Rorsted: I believe its important to be transparent and consistent. I eat with employees in our canteens whenever I am traveling or here at headquarters. 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. And youve been recognized by external experts as a leader in sustainability. We needed everyone to understand the core messages. We developed it ourselves in recent years, and it creates transparency for all managers. Get the strategy and the team right: An interview with the CEO of Henkel. And I think respecting those different opinions is very important that we don't have a uniform opinion right now. Its a space where customers can try out, for instance, new digital tools that let them test hair colorants at the point of sale. On the other hand, I welcome the public debate it has finally brought some progress in this area. We are completely transparent with our people about where they stand. And also being able to build products that are competitive in the way they do. This is especially important because as much as 70 percent of the ecological footprint of our detergent products is generated during their use phase. I think it drives change, it drives responsibility. In addition, he is a self-confessed fan of soccer team Bayern Munich. completed a series of executive programs at Harvard Business School. 4202 E. Fowler Avenue, BSN 3403, Tampa, FL 33620, USA813-974-4281. Thank you for letting me in. We have defined a set of leadership principles and shared them with all our people managers worldwide in a series of workshops. Henkel already had a strong value-based culture but up to that point it had been expressed in terms of ten values, the exact content of which was not well known to the majority of our employees around the world. We have probably, you know, three to 400,000 people directly and indirectly employed by Adidas in China. Discover job vacancies, find out how to apply to them, and learn more about careers at Maersk. conversations that cover a wide range of topics. Before joining Adidas, Rrsted was the CEO at Henkel from 2008 to 2016. fact, its founder Adi Dassler was the embodiment of an innovator. 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? Kasper Rorsted has been a member of the adidas Executive Board and the company's CEO since 2016. 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. You are here as a temporary employee. is so negative. We need to help more women develop the skills they need for management positions. This is the advantage of clear and simple values they can be measured. That belongs to what we need to do. stores and e-commerce site in Russia. This website is maintained by Muma College of Business. would resume. You could try anything, test your mettle, and emerge either as an incredible success or a spectacular failure. Weve increased our talent development efforts through collaboration with Harvard and other universities, for example. a controlled lab environment. Because we live in a global world that is not consistently the same around the globe. Companies need to make a cultural shift to measuring performance based on employee output, not hours spent in the office. In his early career, Rorstedt worked with Oracle, Digital Equipment Corporation, and Compaq. It was great fun., On being a digitally enabled company, he said, At the end of the day, we sell cool at Henkel in 2005 as the executive vice president for human resources management, Is it going to be worth the higher cost? Best Debt Consolidation Loans for Bad Credit, Personal Loans for 580 Credit Score or Lower, Personal Loans for 670 Credit Score or Lower. Rorsted: I think there are different challenges at different stages. and authors in business and industry for informal talks that cover a wide range of How do we want to be positioned then? Im very honored to run this company. of innovation, being committed to sustainability, and leading a company where people And as a company that stands for something positive energy, sport, Last year, to present our growth strategy for 2016, the management board and I visited 28 sites in 22 countries. 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. "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.". for 32 years and has four kids. Henkels roster of brands includes Persil detergent, Dial soap, Fa deodorant, and Loctite glue. our products, and if theyre not wearing them, were building our products wrong, If you look upon this, you know, hoodie I'm wearing today is made out of fully recycled material. Rrsted, 60, has been described as a highly successful and competent leader who is Our global leadership team is aware that they will be assessed on the basis of their leadership conduct. And if you cant do that, you cant be there as an employee. And that's why a lot of the big companies are making steps ahead. 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. We redefined our vision and values, simplifying them to make them easy to remember and more applicable on a global level. The company has 62,285 employees worldwide, with 2,500 retail stores in over With well-known brands such as Persil, Schwarzkopf, and Loctite, the company is positioned as a global market leader. Because in the beginning, it will never be. its laser-sharp focus on expanding the brand across the globe while putting its customers accepting that award, having previously won in 2009 when he was head of consumer goods You were constantly understaffed. He is proud Adidas is a truly global and diverse multinational company and touted Tell me more about how Henkel came up with that product line. Adidas has announced that Kasper Rorsted will step down from his role as chief executive in 2023. 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. This enhances our position as an attractive employer. When I am asked how many employees are working on sustainability at Henkel, I always reply: 47,000. But I think that is normal in any company. For me, I have the greatest job in the world. In an interview at the CNBC Evolve Global Summit in June 2021, Rrsted discussed the Egon Zehnder: What is the biggest challenge you are facing today? Eisen: Well on that note, I noticed that you have a new collaboration with Allbirds for a very low carbon footprint shoe. Skip Over Breadcrumbs and Secondary Navigation, Adidas CEO Kasper Rrsted Talks Owning the Game and Sustainability at USF Muma College Rorsted: You know, it's hard to remember back then. Egon Zehnder: Wasnt there any resistance to your plans? 178 nationalities. How do those determinations get made? For me, that is one that has such a devastating impact on the entire environment. All Rights Reserved. You've been putting ocean plastics in your shoes since 2015, have a whole new set of ambitious announcements. Before I joined Henkel, I was told there was not much room for change. Eisen: What's the most difficult challenge you laid out? Kasper B Rorsted is Former Chairman-Mgmt Board/CEO at Adidas AG. There are no human winners in this game. It's obviously been popular for decades. If you're a global company, you cannot have a political opinion about every political system in the world, in my opinion. 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. In addition, I believe the culture of face time that still prevails in Germany is outdated. A January 2020 profile by the German newspaper Bild offered some interesting tidbits into his routine. Egon Zehnder: Of your 47,000 or so employees, more than 80 percent work outside Germany. For me, this is one that has such a devastating impact on the entire environment, You won't become the leading player with the old styles of management, says the Runtastic CEO, who is continually reviewing his own leadership qualities with the help of a personal coach and a mentor. Considered independent. 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. Its interesting that you are talking about people. 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. I noticed the company was vocal against stopping Asian hate when that was going on. But we stayed firm and didnt let ourselves get derailed by obstacles. Just a few days after Foot Locker revealed its CEO shift, Adidas said it also will have a new top leader in 2023. Rorsted: The challenge is not to have a quota or not, but addressing the underlying issues. Egon Zehnder: What values are personally important to you? And we see that as an integral part of our new strategy for 2025. Got a confidential news tip? The company is active around the globe and currently employs about 47,000 people. In addition, the entire Henkel Management Board knows our top 300 or 400 people personally and knows where in the world they are working. So we dont have to be talking about a spectacular failure, but I do think people learn from situations where everything doesnt go according to plan. 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? And I think we've made a tremendous amount of progress. In his youth he was a member of the Danish junior national handball team. My door is open; I encourage colleagues to call me directly. to use the American pronunciation of "Ah-DEE-dus" or the European version of AH-dee-dahs. So we have to place a higher priority on the recruitment and professional development of managers from Russia, the Middle East, and Asia. 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. deal with Adidas. Rorsted: You know, I spent a lot of time listening to make sure that I really understood the situation at the appropriate level. annual report. Egon Zehnder: You just said that it was an intellectual challenge that brought you to Henkel. Rorsted: You know, I think I have the Stan Smith shoe here, which is made out of mushroom leather. Kasper Rorsted Wiki/Biography Kasper Rorsted is a Danish manager who has been the CEO of German sportswear firm Adidas since 2016. In addition, I try not to pass the buck when things arent going well, but to shoulder the responsibility myself. When Ulrich Lehner retired as planned in 2008, Rorsted stepped into his shoes and was appointed CEO. Rrsted, 60, has been described as a highly successful and competent leader who is empathic, calm and a strategic thinker. We have a results-driven performance culture. Eisen: That's interesting. On the subject of social justice, Rrsted told Footwear News in June 2021 that he believes its important to acknowledge differing opinions and Eisen: We've been talking about so many different ESG issues. How do you think about it as far as where it fits in with some of your priorities and your overall business model? Shopping for household items like shampoo or detergent still happens largely offline, and we dont expect this to change substantially in the near future. Other companies execute sustainability As a leader, when you promise something, you have to stick to it. McKinsey: And by 2016, if all goes according to plan, emerging markets will account for half of Henkels sales. Sponsors? got to take the lead and we want to be the leader in sustainability.. And I've been very vocal on this topic since last summer. At USF, the athletics department is in the fourth year of an eight-year partnership Q. The German sportswear giant says that it has opened its search for a replacement, with. Kasper Rorsted: Because Henkel is a global and diverse company, its crucial that we all have a common understanding of what strong leadership means. Visit our Press Room to find our press contacts, reports and publications. In fiscal 2011, Henkels EBIT rose to over two billion euros the highest level in the almost 140-year history of the company. a no-win proposition for everybody, he said. What lessons have you learned that other companies can also learn from? Rorsted: So going back, I think it should be what the company should be doing rather than I. I think if I were to pick one out it is really in plastic waste. The sportswear giant announced today that its supervisory board extended the appointment of the executive chief for another five years. Rrsted said collegiate partnerships such as the one with USF help the company reach This is why we held workshops on our sustainability strategy for 2030. and employees first. That was a key influence. 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. sustainable by 2025. and sneakers include Beyonc, Kanye West, and Pharrell Williams. That has not been the case. If we succeed in sustainability or when we also succeed as a business, he said. you better.. In 2021, the German company had $23.6 billion in sales worldwide. We recently opened our Dragon Plant in Shanghaiits the worlds largest adhesives factory. If you make mistakes, recognize the mistakes and correct them and move forward to And I think it should be done less with the personal opinion of the CEO, because the CEO represents the company, but is not the company. We have been able to achieve everything we have set out to do. 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. in getting Rrsted as a featured speaker. manager at Hewlett-Packard from 2002 to 2004, and in various management positions You cannot run a global company from your desk. Whether its your studies, sports, or your job, if youre not willing to do it with all your energy, you should leave it. Aug 6, 2020 Germany. He has been at the helm of the global sportswear giant since 2016. In our consumer businesses, products that are less than three years old account for approximately 40 percent of sales. 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. Kasper Rorsted: Its certainly a challenge to find and keep good local employees, especially in emerging markets. the best sports brand in the world. And I believe over time, it will be a very, very important criteria, and it is today. But of course, you don't change the world overnight. 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. 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. Adidas CEO Kasper Rorsted. 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. As a family company it is part of our corporate culture to think and act in the interests of our long-term success. tickets, visit: usf.to/adidas. McKinsey: It seems you spend a lot of time talking not only with consumers but also with employees. How do these two concepts help generate consumer insights? And I also think it's important that the leading company takes a position and show the way forward. Based on 419 ratings, Kasper Rorsted ranks right below Callaway Golf's CEO, Oliver Brewer III. Do consumers really want this? Brown shoes have "Innovation is what our company is about. On 22 August 2022, it was announced that he would hand over his role as CEO 2022. Our current targets extend to the end of 2012, and we have already started thinking about the period that follows. By 2016, we expect this number to be 60 percent. Egon Zehnder: How did you master these challenges? Copyright 2023,University of South Florida. Developing an employer brand takes time. Siemens AG, Germany (board member and member of the Innovation Committee), International Business Studies, Copenhagen Business College, Denmark, Executive Program, Harvard Business School, USA. 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. And that's where the industry has to go. His presentation is scheduled for March 31 at the Oval Theater in USFs Marshall Student So that's where you see maybe somewhat, you know, of an awkward partner and coming together, but for us really succeeding in sustainability is more important than, you know, competing with each other. humanitarian aid to refugees and childrens charities, as well as supporting employees Kasper Rorsted is married and has four children. Eisen: Are we going to pay more for it? For more information about NBCUniversal, please visit http://www.NBCUniversal.com. At the same time in the last 13 years, we've hardly had a normal year. Currently, e-commerce plays a minor role for us. We are also stepping up our IT investments in order to standardize and accelerate our global processes. in the world. That taught me a lesson: if you just administrate, you sink; if you take an active role in shaping things, you have the best chance of survival. Were establishing seven new R&D centers in emerging markets including India, Brazil, Russia, and South Africa. Everything here exudes tradition, dignity, and a spirit that seems to draw its strength from the stillness. 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. Its employees represent Kasper Rorsted has been head of Adidas since 2016. Egon Zehnder: What specific steps have you taken to set this evolutionary change in motion? So I do think that we have a lead in it. My father was a professor of economics and prized his intellectual freedom above all else. week of inclusion. We've talked about environment. Of course, were against the war. But that's exactly the same chance as we had with, you know, the ocean plastic Parley shoe when we brought out in 2015. The company has continued to pay employees in Russia and has donated $1 million in McKinsey: One of your newest product lines is Gliss Restore & Refresh, developed specifically for Middle Eastern women who wear veils. What does it take to become the leader of one of the biggest and best-known brand names in the world? 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). CNBC at night features a mix of new reality programming, CNBC's highly successful series produced exclusively for CNBC and a number of distinctive in-house documentaries. Protecting workers' jobs. When I walked in, I saw a lot of opportunities here, he joked. Is that your call? Were aiming for growth in both emerging and mature markets. Data is a real-time snapshot *Data is delayed at least 15 minutes. McKinsey: What are your plans for mature markets? You are switching to an alternate language version of the Egon Zehnder website. Typical questions addressed in the workshops included Who exactly are my customers? and What can I personally do to make things better for them?. Member of the Board of Directors, the Nomination Committee, and the ESG Committee. Henkel has set ambitious sustainability goals, including what you call Factor 3a threefold increase in efficiency by 2030. Rorsted: We tried to create a completely transparent approach to future corporate development and we defined very clear targets.
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