Jørgen Vig Knudstorp
We actually for the first two years of this strategy implementation and new transformation of the company said, “Look, we don’t have a strategy to implement. We just have an action plan”, which is a business plan of detailed actions we attempt to carry through, and by doing that you start building confidence again.
But here’s a point that I really like to explain is that that plan is a super generic plan. It says we’ll spend a couple of years to stabilize the business and restore execution. We’re gonna spend three years executing business plan and restoring profitability and then eventually we’re gonna get back to organic growth. You’ll find such a strategy implementation plan in any management consultant’s handbook. It’s even on the first pages of that handbook. Some people have looked at the plan and said, “Oh, that must be the survivor plan.” I said no, look, it’s super generic.
Leadership is not about these conceptual ideas. The difference between the good and the bad leadership that you actually do it, and it’s like your New Years resolutions, right? Everybody has a New Years resolution: I need to eat more healthy, I need to get some exercise, but that’s not the inside, and too many leaders think, “Oh, I must lose weight.” It’s the inside. That’s not the inside. The inside is actually making it and implementing the strategy through 8,000 people.