what they stand for. But I think that's also part of being a CEO in these days. Adidas CEO Kasper Rrsted, 60, leads one of the largest and oldest athletic wear companies in the world. He uses two iPhones and one iPad Mini. Can you say more about that? 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. Is it going to be worth the higher cost? McKinsey: Is there anything else youd like to share with our readers? You did face a bit of a reckoning on the race issue at Adidas. got to take the lead and we want to be the leader in sustainability.. He leads the company forward in good times and in bad, achieving one goal after another. At the same time, I also want to say that, you know, things take time also for companies. Kasper Rrsted | Board of Directors | Maersk 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. 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). Join Facebook to start connecting and con In countries where Henkel is hardly known, we prefer to target specific groupsfor example, through partnerships with individual professorships all over the world. to New York-based Authentic Brands closed on March 1. We have a results-driven performance culture. Rorsted: Making Henkel even better. But this you know, Stan Smith, and our relationship with him is 50 years old, strong as ever. What was really important to us? The athletic giant announced today Kasper Rorsted, the . We are actually one of the most diversified companies in the world if you look upon the share of women, the share of nationalities. procurement, IT, and infrastructure services. Last year, they achieved a 69% share of sustainable Adidas products. Since becoming CEO, youve significantly reduced the number of Henkels brands. Adidas CEO Kasper Rorsted to step down in 2023 - SportsPro Thank you for letting me in. Do consumers really want this? Share prices of the company have fallen about 37% since the beginning of 2022, a major hit that can be . Not only on diversity, which I have been vocal on I would say since 2004. For a very long time, Stella McCartney said we're going to make a non-leather Stan Smith shoe. Germany. In an interview at the CNBC Evolve Global Summit in June 2021, Rrsted discussed the We meet customer needs from one end of the supply chain to the other. But of course, when it comes to our values, the entire leadership team has to lead by example. For more information about NBCUniversal, please visit http://www.NBCUniversal.com. Adidas CEO Kasper Rorsted will remain at the helm. That's another tricky tightrope that you have to walk when it comes to speaking out against human rights. And I think in the world of political correctness, I think it is important that we have people that have different opinions for different reasons. Continuity and strong leadership are important especially in these times, also in view of the new strategic cycle which will start in 2021." The innovation you mentioned is a remarkable example of targeted customer-relationship management. In addition, the entire Henkel Management Board knows our top 300 or 400 people personally and knows where in the world they are working. 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. 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? 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. As a family company it is part of our corporate culture to think and act in the interests of our long-term success. How do those determinations get made? Our people are important to me and I hope that they realize it. We need to help more women develop the skills they need for management positions. Anytime we travel, we arrange informal breakfast meetings or roundtables with them. We have probably, you know, three to 400,000 people directly and indirectly employed by Adidas in China. We put very aggressive targets in place for sustainability. Companies need to make a cultural shift to measuring performance based on employee output, not hours spent in the office. Their hair is covered for hours every day and as a result needs special care. 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. humanitarian aid to refugees and childrens charities, as well as supporting employees And I immediately thought of you and Adidas. 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. I do think that its important that the industry will and can do this, but somebodys He held a series of management positions at Oracle and Digital Equipment Corporation (DEC), as well as at Compaq, where he headed up the company's European operations starting in . Tampa | St. Petersburg | Sarasota-Manatee. So, I do think that we are getting the credit. completed a series of executive programs at Harvard Business School. 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). 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. This is the foundation, a process we conduct with all 9,000 managers worldwide. procurement, IT, and infrastructure services. This website is maintained by Muma College of Business. manufacturer Henkel. We are constantly adapting our structures to become faster and more flexible. We will continue to strengthen our position in growth markets like China, Russia, and Brazil. Of course, were against the war. Eisen: Sustainability has come to mean so much more than just the environmental impact and the responsibility there. He retained this position following Compaqs takeover by Hewlett-Packard (HP). Egon Zehnder: Other corporate decision makers like to talk about strategies, innovations, strong brands. But we need to focus on the future. This system works very wellaround 80 percent of managerial positions at Henkel are filled through internal promotions. Rorsted: I believe its important to be transparent and consistent. At USF, the athletics department is in the fourth year of an eight-year partnership Last September the company organized its second global The company has 62,285 employees worldwide, with 2,500 retail stores in over Kasper Rorsted: Markets are reacting much faster than ever before. week of inclusion. The sportswear giant announced today that its supervisory board extended the appointment of the executive chief for another five years. His . 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? Kasper Rorsted is the personification of a new dynamic, at home in the transparency and modernity of the building that houses the Laundry & Home Care business sector and where our meeting takes place. To give another example, in our Laundry & Home Care Business, we have a global consumer-insights program that includes visits to local households by our team. questions pre-submitted by the audience. and authors in business and industry for informal talks that cover a wide range of Advisory Council, serves on the Nestl board alongside Rrsted and was instrumental If you make mistakes, recognize the mistakes and correct them and move forward to In his early career, Rorstedt worked with Oracle, Digital Equipment Corporation, and Compaq. time, you know, but when we get something wrong, I think we need to recognize were Were aiming for growth in both emerging and mature markets. McKinsey: To that end, Henkel recently set up a ShopperLab and a Beauty Care Lighthouse. McKinsey: And by 2016, if all goes according to plan, emerging markets will account for half of Henkels sales. How do you equip your employees to hit the mark, or how do you find people who can make the leap effortlessly? That was when the financial crisis was around. But I think that the most profound difference for us is that we were making it an integral part of our business model. Gschwandtner adopted this . When I am asked how many employees are working on sustainability at Henkel, I always reply: 47,000. Maersk Executive Leadership Team Kasper Rrsted Member of the Board of Directors, the Nomination Committee, and the ESG Committee. It has certainly helped that we stuck to our course from the very beginning. There are no human winners in this game. 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? Rrsted started So when you use reused material, you can completely recycle it or this shoe, which is totally recyclable. On his greatest accomplishment outside of work, he shared that he has been married How do we want to be positioned then? 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. The management team under the leadership of Kasper Rorsted succeeded in steering Adidas and its employees healthily and safely through this unprecedented crisis. Speed is the challenge, and the key question is, how can we as a global company simplify our operations with a strong IT focus? Rorsted: And we do that also, we have pulled the plug in the past. Kasper B Rorsted is Former Chairman-Mgmt Board/CEO at Adidas AG. But I do think the most important part is saying do we overall, in the long term align around the same values. But there was also the fact that I found Henkel fascinating as a company. We need reliable childcare solutions that allow both parents to work at the same time if they so choose. Brown shoes have In the meantime even the traditionalists here at the Dsseldorf consumer goods company happily overlook such breaches of protocol. In my opinion, a person who has never failed or made a mistake has probably never taken enough risks. Egon Zehnder: Where does this liberal-minded approach come from? We've talked about diversity and inclusion. But in order to do this, they need to know and understand our strategy. 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. in getting Rrsted as a featured speaker. Egon Zehnder: How did you master these challenges? Kasper Rorsted: How Adidas Profits from Runtastic - ISPO.com The company is active around the globe and currently employs about 47,000 people. 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. When Ulrich Lehner retired as planned in 2008, Rorsted stepped into his shoes and was appointed CEO. We would like to have more, but the better we do, the more credit we get. Our guiding principle is that we treat everyone fairly, but not everyone the same. What are some of the other priorities within that bucket that you'd like to work on and you'd like to leave as your legacy as you try to stay in a leadership position in this area? We want to hear from you. Adidas suspended the operations of its stores and e-commerce site in Russia. Rrsted also talked about the war in Ukraine. a no-win proposition for everybody, he said. American sports fans. Kasper Rorsted has been a very driven leader. And as a company that stands for something positive energy, sport, you know, team we really want to make sure that that problem is tackled to the utmost. would resume. Eisen: Well, that's why you are a great guest to talk about this subject. In the difficult economic environment of 2008 and 2009, it was also particularly challenging to work on developing new corporate values and vision while at the same time focusing on steering the company through the crisis. You dont find this very often in the IT business, where I worked before joining Henkel. One significant advantage we enjoy at Henkel is the first-rate, highly competent supervisory bodies which were involved in our decision-making from the beginning and fully supported the change process. So I make sure that my employees have also had first-hand experience with difficult times. It was great fun., On being a digitally enabled company, he said, At the end of the day, we sell cool 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. And I was curious as to why you would partner with them and not just do it yourself when they're a competitor. Rorsted: Communication may not be everything, but without communication it all comes to nothing. business studies from the Copenhagen Business College, graduating in 1985. We designed it to help us further understand customer behavior in shopping environments. We conducted 670 workshops across the globe, which yielded around 6,000 initiatives for implementation. I think we are a learning organization. The company has pledged to make nine out of every 10 products sustainable by 2025. 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. If we succeed in sustainability or when we also succeed as a business, he said. Kasper Rorsted: The five big tasks of the Adidas CEO - ISPO.com I believe one of my strengths is that Ive never sought security. Members of the media can receive more information about CNBC and its programming on the NBCUniversal Media Village Web site at http://www.nbcumv.com/programming/cnbc. Eisen: Do you think you're ahead of your competition on this? Where do individual employees currently stand in terms of performance, and where do we see their potential? And I think the consumer says that we are resonating more and more, you know, a lot of our consumers are very young consumers. We know who is performing particularly well in a country and might be ready for the next steps. In addition, he is a self-confessed fan of soccer team Bayern Munich. This creative atmosphere helps us engage and interact with our customers more deeply. And for us, the cost is more important than the competitive aspect of it. The company has also made a sustainability pledge, vowing to make 9 out of 10 products Was it a kind of one-man roadshow? Adidas Extends CEO Kasper Rorsted's Contract for Five Years Family for me is more important than the job, he When asked what he sees as his lasting legacy as CEO of Adidas, he said he wants to Eisen: That's interesting. deal with Adidas. What were your reasons? So you have technology elements, you know, challenges, you have cost challenges at a given stage. He eats cereal for dinner. We cant afford to rest on our laurels here. He will be the first Thursday's Thought Leader Series speaker since 2019. . Kasper Rrsted, CEO of Adidas, is the Muma College of Business Thought manager at Hewlett-Packard from 2002 to 2004, and in various management positions On the subject of social justice, Rrsted told Footwear News in June 2021 that he believes its important to acknowledge differing opinions and 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. What lessons have you learned that other companies can also learn from? 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. t-shirts and cool sneakers., At a private breakfast with Executive Bulls donors, someone asked if he prefers people The surprising break came in 2004, when HP CEO Carly Fiorina, herself under enormous pressure, fired him by telephone during a family vacation. Rrsted spoke to nearly 450 people on Thursday in the Marshall Student Centers Oval You were the CEO of the consumer giant Henkel, what, 13 years ago? worn, returned, ground up, and then remade into new products, and using natural and Egon Zehnder: After a career devoted solely to IT, at the age of 42 you decided to change industries. Rorsted: You know, it's hard to remember back then. Speaker on March 31. Strong competencies in digital transformation, leadership development, sustainability, and global business trends. 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. Rrsted explained that the company is helping to end plastic waste with a three-pronged I think that the scrutiny on companies and CEOs are much greater today. Kasper Rorsted: Thats right. Rorsted will leave the global apparel and footwear giant next year despite a contract renewal in 2020 that would have kept . Not for this quarter thatll soon be over. Rorsted: I believe we have one of the best evaluation systems in the industry. 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. This required a massive communication effort. And I've been very vocal on this topic since last summer. Theres still plenty of room for improvement. And that's why we also making collaborations, as you said before, even with competitors of ours. And as soon as I did that, I do believe that we took the appropriate actions. 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. Adidas and CEO Kasper Rorsted are parting ways in an unexpected shakeup. The turnover rate in China is around 25 percent. he said. Every business decision contains an element of risk. You know, diversity and inclusion is one also. From 2001 to 2002, Read more Search . It was totally undisciplined. Specific areas of the Lighthouse are devoted to topics that are important to us, such as sustainability or digital innovation. Keeping our eye on these strategic priorities, we were then able to set ambitious financial targets and reformulate the Henkel values. conversations that cover a wide range of topics. 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. Kasper Rorsted confirmed as CEO of adidas for more 5 years - World Footwear Kasper Rorsted has been a member of the adidas Executive Board and the company's CEO since 2016. Protecting workers' jobs. The Supervisory Board of adidas AG has extended the appointment of Chief Executive Officer Kasper Rorsted by another five years until the 31st of July 2026. to be the best sports brand in the world and to do it sustainably. But of course, you don't change the world overnight. 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. Rorsted: You know, I spent a lot of time listening to make sure that I really understood the situation at the appropriate level. At the same time, however, we will continue to invest in innovation. Kasper Rorsted confirmed as CEO of adidas for more 5 years. Of course, very vocal on some of the racial issues around George Floyd. and employees first. I don't really think about the carbon footprint. How much progress have you made along this path? Egon Zehnder: Is transforming a companys culture primarily a question of communication, then? Eisen: Do you think you get credit from investors, consumers, employees, and whoever, whichever stakeholder you're doing this for? Each employee has the responsibility, and each makes a contribution. Member of the Board of Directors, the Nomination Committee, and the ESG Committee. Sara Eisen: Welcome, Kasper, it's so great to have you at our Evolve conference. So in summary, those are my key tasks as CEO: get the strategy and the team right. And we use Parley for ocean plastic. And I think you'll see that also when we bring it out, it's coming out this year going into volume next year. This is only the beginning, but the impact plastic has on our global environment Before joining Adidas, Rrsted was the CEO at Henkel from 2008 to 2016. And then of course, you said yourself, you know, aggressive targets. "Innovation is what our company is about. Kasper Rorsted: Good to see you. 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.

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