The CEO Dialogue

Antoine de Saint-Affrique is a man who doesn't let himself, his employees, or his investors get too comfortable. Since becoming the CEO of French food and nutrition giant Danone in September 2021, the 58-year-old executive has delivered some uncomfortable truths. Saint-Afrique has clearly called out the company's underperformance compared to peers while remaining confident that Danone is operating in the right categories and has what it takes to win. In conversation with IMD President Jean-Francois Manzoni, he talks about his quest for constant learning and renewal, and his drive to create room for budding talents to emerge and thrive within the organization. -------Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

Rakuten CEO Mickey Mikitani tells IMD President Jean-François Manzoni how – by challenging conventional wisdom and encouraging all staff to tidy their own offices – he has grown his company from an e-commerce startup into an ecosystem spanning internet services, fintech, and mobile.

The Wallenberg sphere operates in about 180 countries and its holdings generate a total of $260bn of annual revenue. But Marcus Wallenberg, chairman of the family holding company, explains to Jean-François Manzoni why working for the benefit of his native Sweden is so important. The Swedes even have a word for it: landsgagneliga.As companies grapple with some of the biggest upheavals since the industrial revolution, today's business owners face multiple challenges, from how to transition seamlessly towards sustainability to ensuring that their companies harness the full potential of digitization.  But they also have to satisfy an increasingly complex tapestry of stakeholders while ensuring that their governance structures remain transparent and agile enough to respond to a backdrop of growing economic and geopolitical uncertainty. -------Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

In Nairobi's industrial area, motorcycles piled high with bright yellow plastic tubs zip through the early morning traffic to deliver food staples like flour, cooking oil, and pulses to women who have set up makeshift stalls to cook meals for low-income workers. The street food vendors place their orders the day before via an app and pay for their purchases with mobile payment system M-Pesa. This tech-enabled business-to-business food distribution service was the brainchild of Khadija Mohamed-Churchill, who founded Kwanza Tukule (which means “first, let's eat” in Swahili) to address the lack of affordable and nutritious food for people living in Kenya's growing informal settlements. Mohamed-Churchill says building a social enterprise requires both a big heart and a clear strategic focus. In an in-depth discussion with Jean-Francois Manzoni, she reveals what motivates her and offers advice for other impact entrepreneurs on how to build a committed team and attract investors.-------Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

For Schneider Electric, making a difference centers on bringing technology and expertise to best manage energy – specifically sustainably produced electricity. After 16 years in charge of the French multinational – seven as CEO and a further nine as Chairman – Jean-Pascal Tricoire has clear views on what keeps him motivated. “You have to be very stubborn strategically and very agile tactically,” says Tricoire, in the latest edition of IMD's CEO Dialogue “If you have your goal post in place, always pulling you some years ahead, then what's important is to have your mindset on the next two steps – because that's what keeps you really excited and busy.”Belief in himself also helps. “I've been with my company a long time, and I think I know its business really well. I also believe, whatever people say, that competency is still really important – because with that knowledge you can really innovate. You understand those micro points and micro settings where you can find the spot that makes a difference.”In conversation with IMD President Jean-François Manzoni, Tricoire explains how he has had a lifelong interest in taking a different path, and how decentralization drives his corporate thinking.-------Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

The role of any CEO comes with a unique level of pressure that must be actively managed. David Loew, the Chief Executive of Ipsen, knows this well.Since joining the French pharma firm in 2020, he has led it through a complex transition; and says he holds a strong belief in “single accountability”. In this episode of the CEO Dialogue, Loew tells IMD President Jean-Francois-Manzoni about how his values are forged from the fire of personal experience, and how he finds a sense of purpose in providing solutions that keep people healthy or enable them to regain their health. 

As the chief executive of Wärtsilä, one of the world's leading power technology and services providers for the maritime and energy industries, Håkan Agnevall has called on governments and companies to speed up decarbonization in these two sectors that account for roughly a third of the world's carbon emissions.Agnevall himself joined Wärtsilä as CEO in February 2021 from Volvo Buses, a subsidiary of the Swedish commercial vehicle maker where he was president for eight years. He took the helm at Wärtsilä at a unique time for the group, with a tough market situation heavily impacted by the pandemic.In conversation with IMD President Jean-Francois Manzoni, Agnevall reflects on the multitude of demands placed on leaders of public companies and delves into the transformation facing maritime and energy industries today.—————————Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

Founded in 1988, Ping An has built itself into Asia's largest insurance company, selling US$110 billion of insurance premiums last year.But while Ping An made its name in insurance, the company has also established itself as one of China's leading digital innovators; and the key figure driving some of its cutting-edge technologies is Jessica Tan.As one of Ping An's three co-CEOs Tan is helping the company go from strength to strength, especially in the areas of fintech and artificial intelligence. In conversation with IMD President Jean-Francois Manzoni, Tan talks about growth, change, and breaking ground in new markets.—————————Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

Less than six months after Julie Sweet was named Global CEO of Accenture, COVID-19 hit.For some businesses, the pandemic marked a breaking point; but Accenture was ready to ride it out. Sweet says the company has been preparing for a rapid change to working life for a decade, and that as far back as 2013 the company was declaring that “every business is a digital business”.Julie Sweet has been instrumental in guiding the company through turbulent times and has made huge strides since taking over global operations at Accenture. In conversation with IMD president Jean-Francois Manzoni, she discusses the importance of learning new skills and how companies must use technology, data, and artificial intelligence to find new ways to engage with customers.—————————Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

Takeshi Niinami became President and CEO of Suntory Holdings just over seven years ago, in October 2014. His task: to help the company manage the biggest event of its 120-year history – its purchase of the US's Beam Inc, maker of Jim Beam and a host of other spirits, for US$16 billion.In conversation with IMD president Jean-Francois Manzoni, he discusses why CEOs need to embody their company values, the challenges of multi-billion dollar acquisitions, and the importance of the Suntory Founder's Spirit.—————————Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

As CEO of the Adecco Group, Alain Dehaze has a unique perspective on the future of labor. The pandemic revealed just how quickly workplaces can change, and his fortune 500 group has helped millions of people find jobs and reskill in an uncertain and highly-competitive global economy. For Dehaze, the pandemic did not create new megatrends but accelerated them; making it all the more important for governments to retrain national workforces.In conversation with IMD President Jean-François Manzoni, Dehaze and protege Jordan Topoleski discuss the merits of homeworking, what's next for global labor markets and why young workers are increasingly choosing employers based on 'EQ'

Riad Sherif is truly an expert in his field. Trained as a doctor, his drive to succeed in business led him to pharmaceuticals; and a successful 25-year career at corporate giants like Sanofi and Novartis. After reaching the top of the pharmaceutical industry, he joined the start-up Oculis in 2017.  And as IMD President Jean-François Manzoni discovers, that move has paid off.  As CEO, Riad has steered the biotech company to financial and regulatory success. But the best days may yet be to come. In May, Oculis secured a $57 million financing round and is now poised to advance its late-stage topical Ophthalmic portfolio.Highlights of this episode of The CEO dialogue include: the importance of expert investors; how engaging with the community can build your professional network; and why you should never take a meeting without an agenda.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

In a rapidly decarbonizing world, the energy sector is facing immense challenges. The 'net-zero' promises of today lead to demands for greener more efficient grids tomorrow, and some are struggling to keep up with the times.Others, like Antje Kanngiesser, are flourishing. As a young lawyer in Germany, she specialized in renewables long before they hit global headlines. Now, following a successful career in the energy sector, she's emerged as CEO at Alpiq, a company that delivers about 20% of Switzerland's power.Like many energy companies, Alpiq is rethinking its business model, and in her new position, Kanngiesser has wasted no time setting out a sustainable plan for growth. In conversation with IMD President Jean-François Manzoni, she discusses the future of energy production in Europe, and how hydrogen can make green travel a reality.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

As the Chairman of Straumann Group, IMD EMBA graduate Gilbert Acherman knows the essential value of strong corporate leadership.Having joined the global dentistry powerhouse in 1998, he served first as CFO and then as CEO before joining the board in 2009 and becoming chairman a year later. Now with more than a decade under his belt in this position, Achermann is one of a select few people to maintain such a longstanding record. The average length of chairmanship in any industry is typically four-and-a-half years. This week, he tells  IMD President Jean-François Manzoni how he's kept his edge. Highlights of their conversation include tips on being an effective board member, how the '08 financial crash helped him navigate the coronavirus pandemic, and why Swiss companies are so well placed to take on international markets.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

Whether you live in London, Stockholm, or Seattle, there's a good chance that Stefan Larsson has had something to do with your wardrobe.As the recently appointed CEO of PVH Corp. he oversees an impressive catalog of brands, including Tommy Hilfiger and Calvin Klein. And now he has his sights set on revolutionizing sustainability in the fashion worldIn an interview with IMD President Jean-François Manzoni, Stefan opens up about his analytical fact-based approach to business, and what the future holds for the world's most successful fashion brands.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

Business is full of animal metaphors: bull markets, cash cows, and fat cats abound. But for IMD alumni Severin Dressen, the natural world is a far more literal part of his day-to-day work.As the CEO of Zurich Zoo, he's taking a proactive role in tackling the worldwide loss of biodiversity. Since the Zoo reopened, visitors have flocked in, and Severin says that it's his responsibility to educate others about the importance of sustainability; whether that be through elephant conservation projects in Thailand, or in Zürichberg itself.In an interview with IMD Professor David Bach, Severin opens up about his first year in office.  Highlights of this episode include details on the shifting face of conservation, how changing where we conduct our meetings can change outcomes, and what Severin thinks we can learn from the animals.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

As one of the most influential and enduring figures in international shipping, Søren Skou has weathered his fair share of crises. But is almost 40 years at Maersk, perhaps no period has been more challenging than the coronavirus pandemic.As the CEO of A.P. Moller-Maersk, and a graduate of the IMD business school, Søren has gained unique insights into global trade. This week, he tells IMD President Jean-François Manzoni about the future of international commerce and how he's keeping up with changing customer demands.Highlights of their conversation include some tips on remaining agile; how to maintain position in a rapidly digitizing industry; and the key components of leadership.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

Pascal Soriot has been described as the hottest CEO in Pharma. After almost a decade at the helm of AstraZeneca, the company has seen a remarkable turnaround - battling falling sales to become one of the most valuable companies on the FTSE 100.For many, the drugmaker is synonymous with its coronavirus vaccine, but the source of Astrazeneca's success traces back long before the pandemic. This week, Pascal Soriot tells IMD President Jean-François Manzoni about the future of the pharmaceuticals industry and the need to build a greener and more sustainable world.Highlights of  their conversation include a lesson on how to fend off corporate takeovers; some tips on CEO survival; and Soriot's view on how COVID has changed consumer attitudes to healthcare.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

Mark Schneider is arguably the most powerful man in the food and beverage industry. As CEO of Nestlé, he oversees the biggest company in the sector - with 270,000 employees, a $350bn market cap, and a gigantic portfolio of brands that includes everything from Perrier to Purina.It would be simple to keep things moving in the same direction. But, as the softly-spoken German-American reveals to IMD President Jean-François Manzoni, the company is approaching a once-in-a-generation moment of change.Among key takeaways in this episode, discover why Schneider thinks recovery from the pandemic will be a several-year process; what the future of nutrition could look like; and why decision-making remains the hardest part of his job.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

When Jørgen Vig Knudstorp became CEO of the LEGO Group in 2004, the company was on the verge of ruin. Sales were falling, debts were piling up, and innovation had slowed to a crawl.What happened over the following decade has been called the greatest turnaround in corporate history. Among key takeaways in this episode, discover how Vig Knudstorp split the company's recovery into three manageable chapters; why he believes in the power of “paradoxical leadership”; and why the LEGO Group we know today is more like a forest than a manicured garden.—————————Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

Alexis Nasard likes to express himself openly and with a minimum of jargon. It's a skill that he developed early in his career, as he rose through the ranks at Procter & Gamble - and which later enabled him to thrive as Global Chief Marketing Officer of Heineken and then CEO of Bata Shoes. Nasard's gift for communication is one of the reasons he's known in the industry as a “brand master”. And, as Jean-François Manzoni discovers, it also makes him an unusually forthright interviewee - sharing valuable insights and learnings from a career that spans four decades and multiple categories.Among key takeaways in this episode: discover why corporate communications should be like olive oil; why 95% of PowerPoint slides can be done away with; and why every leader should strive for intellectual humility.----------Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

From a distance, Ilham Kadri might seem like an intimidating figure. She's the CEO of Solvay, a multibillion-dollar chemicals company. She was recently named by Fortune Magazine as one of the most powerful women in business. And she has a track record for making tough decisions at the top.But, as she reveals to Jean-François Manzoni in this candid conversation, her leadership style is actually informed by a commitment to listening - and to giving back. And the changes she's made at Solvay are already putting this into practise.Among key takeaways in this episode, discover how Kadri's upbringing in Morocco has influenced her approach to sustainability, why she sees vulnerability as a strength, and why Covid-19 should be a wake up call for businesses everywhere.----------Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.

Jordy Kool's CV is a page-turner. From a stint in an elite military unit, to an award-winning tenure as CEO of the Infotheek Group, and then a mid-career reinvention as a mentor and investor -- it runs long on adventure and short on predictability.But, as he tells Jean-François Manzoni in this wide-ranging conversation, his success has been built on a few simple principles.Among key takeaways in this episode, discover how Kool's military training has shaped his decision making in business; his time-management tricks when pursuing several projects at once; and the calculus he uses to decide when it's time to sell a company.----------Links:Read our new magazine, I by IMD, here.Discover IMD's leadership programmes here.