They are making sneakers from recycled materials, making products that are Of course, a Management Board member cant assume the role of the supervisor, but we do have to be a visible presence to our management talents and show that we value them. its laser-sharp focus on expanding the brand across the globe while putting its customers We now generate about 42 percent of our sales in the growth regions of the world. In addition, I try not to pass the buck when things arent going well, but to shoulder the responsibility myself. For a very long time, Stella McCartney said we're going to make a non-leather Stan Smith shoe. Adidas and CEO Kasper Rorsted are parting ways in an unexpected shakeup. The surprising break came in 2004, when HP CEO Carly Fiorina, herself under enormous pressure, fired him by telephone during a family vacation. . And once we recruit them, we have to retain them. Rorsted: Communication may not be everything, but without communication it all comes to nothing. Rorsted: Well Sara, I think that this is part of being a global CEO. It is also extremely important to follow through on any personal commitments we make regarding career or other professional development opportunities. Kasper Rorsted has been a member of the adidas Executive Board since August 2016, and the company's Chief Executive Officer since October 2016. .
Kasper B Rorsted, Adidas AG: Profile and Biography He is also a person who notices footwear. Do you feel thats important to do as a CEO? The management team under the leadership of Kasper Rorsted succeeded in steering Adidas and its employees healthily and safely through this unprecedented crisis. Rorsted, who heads one of the largest athletic wear companies in the world, will be topics. 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. "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.". Rorsted: I think it depends on which company you are. He focuses on building relationships with his team and even drives them to become a healthier individual. Skip Over Breadcrumbs and Secondary Navigation, Adidas CEO Kasper Rrsted Talks Owning the Game and Sustainability at USF Muma College A Division of NBCUniversal. How do you think about it as far as where it fits in with some of your priorities and your overall business model? Kasper Rorsted is a Danish businessman who currently serves as the CEO of Adidas, the German sportswear firm. And we see that as an integral part of our new strategy for 2025. So, I do think that we are getting the credit. That was when the financial crisis was around. All rights reserved. If you look upon internally, there's a tremendous, I would say, enthusiasm and rallying around what we're doing right now. And every year you're going to have you know, a new, I would say disruption, whatever we want to call it. And we're a sports company. Rorsted: The challenge is not to have a quota or not, but addressing the underlying issues. at Henkel in 2005 as the executive vice president for human resources management, But it's a question of time. 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. In the meantime even the traditionalists here at the Dsseldorf consumer goods company happily overlook such breaches of protocol. Skip Over Breadcrumbs and Secondary Navigation, Kasper Rrsted, CEO of Adidas, is the Muma College of Business Thought Leader Series Leaders Series. Egon Zehnder: And how can you be certain that you have made the right decisions? That would have diluted their effectiveness from the very start. Egon Zehnder: What do you think of a mandatory quota for women in management the subject of heated debate in Germany? The athletic giant announced today Kasper Rorsted, the . Adidas CEO Kasper Rorsted. Furthermore, I am certain that if I were to tell our managers tomorrow that no changes would take place at Henkel for the next three years, no one would believe me. questions pre-submitted by the audience. Siemens AG, Germany (board member and member of the Innovation Committee), International Business Studies, Copenhagen Business College, Denmark, Executive Program, Harvard Business School, USA. In recent years, the 137-year-old company has fared wellin large part by dramatically boosting its presence in emerging markets, which today account for 45 percent of its global revenues of 16.5 billion. You have to lead with innovation in sport, he said. His favorite app 365 Dream 50 countries. What does it take to become the leader of one of the biggest and best-known brand names in the world? got to take the lead and we want to be the leader in sustainability.. The Muma College of Business Thought Leader Series began in 2018 to attract nationally team we really want to make sure that that problem is tackled to the utmost.. The company has also made a sustainability pledge, vowing to make 9 out of 10 products In his youth he was a member of the Danish junior national handball team. In 2021, women made up 37% of executive leadership roles, an increase of 2 percentage And that's why a lot of the big companies are making steps ahead. Smith tennis shoes made from a mushroom-based leather. Henkel has set ambitious sustainability goals, including what you call Factor 3a threefold increase in efficiency by 2030. Rrsted explained that the company is helping to end plastic waste with a three-pronged
final paper OB.docx - Kasper Rorsted drives Adidas to Kasper Rorsted: I would like to share a piece of advice my father gave me many years ago. up next to his 30 other pairs. importance of Adidas taking the lead in sustainability in the retail industry. That was a key influence. 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. On finding the right career, he said, If you work for a company, you have to embody been a declining trend for 20 years. ET) is produced at CNBC's global headquarters in Englewood Cliffs, N.J., and includes reports from CNBC News bureaus worldwide. 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? 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 past interviews, he has talked about the importance of driving sustainable products For more information about NBCUniversal, please visit http://www.NBCUniversal.com. And who is Kasper Rrsted? 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? All references must be sourced to the CNBC Evolve Global Summit. Specific areas of the Lighthouse are devoted to topics that are important to us, such as sustainability or digital innovation. 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 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. He quipped, As long as you buy it, I dont care.. Theres still plenty of room for improvement. Second, [we have] a relentless focus on driving innovation into our product. Gschwandtner adopted this . If you're a global company, you cannot have a political opinion about every political system in the world, in my opinion. We expect that in 2016, 12 of Henkels 20 highest-revenue countries will be in emerging markets. We see faster decision making, faster information transfer. 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. And I immediately thought of you and Adidas. I like to win, but I never try to just play it safe. Leader Series. Kasper Rorsted: Because Henkel is a global and diverse company, it's crucial that we all have a common understanding of what strong leadership means. Eisen: Well, that's why you are a great guest to talk about this subject. Our team is truly a global team. And I was curious as to why you would partner with them and not just do it yourself when they're a competitor. Diversity must play an important role in the company. 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. I believe that it is essential to start with a relatively clear destination in mind, and work step by step to get there. At Henkel 30 percent of our managers are already women. I try to establish clear rules of the game. It was a very can-do attitude. Speaker on March 31. 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. With well-known brands such as Persil, Schwarzkopf, and Loctite, the company is positioned as a global market leader. It therefore came as no surprise when, in February 2012, Kasper Rorsteds contract as CEO was extended for another five years. It has been and will continue to be a super important market for us. Developing an employer brand takes time. Rrsted, 60, has been described as a highly successful and competent leader who is empathic, calm and a strategic thinker. 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. Innovation is what our company is about. 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 . And youve been recognized by external experts as a leader in sustainability. They visit schools and hold sustainability classes. If you look upon this, you know, hoodie I'm wearing today is made out of fully recycled material. Rorsted has lived in Germany since 1991, is a former junior national handball player, passionate skier, tennis player and soccer fan - conveniently of FC Bayern, the club in which Adidas has held a ten percent stake for 15 years. What challenges are you looking forward to in the coming years? McKinsey: Is there anything else youd like to share with our readers? manager at Hewlett-Packard from 2002 to 2004, and in various management positions Theater as part of the University of South Florida Muma College of Business Thought Rorsted: There can be a number of reasons. And do we have a successful relationship. 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. Some business students will also have the opportunity to ask Rrsted questions, as well as audience members who submitted questions before . 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. Kasper Rorsted: The ShopperLab is a room that recreates the shelves of a real store. Of course, were against the war. Global Business and Financial News, Stock Quotes, and Market Data and Analysis. How do those determinations get made? Tell me more about how Henkel came up with that product line. 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. Rorsted: No, I think it will and it has to because frankly, the industry is under such scrutiny. We do that in part by investing in their development. Sponsors? he said. So I do think that we have a lead in it.
Kasper Rorsted - The value driver - Egon Zehnder
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