Hubert Joly & Ole Rosgaard Talk Leading Through Uncertainty | Leadership Conversations Part 2
In part 2 of this 2-part conversation Greif CEO Ole Rosgaard and Hubert Joly, senior lecturer at the Harvard Business School andΒ ...
President, Chief Executive Officer & Director, Greif -cl A
Search every verified Ole Rosgaard interview, podcast appearance, and on-the-record quote β each transcript cross-checked by AI and human review to confirm speaker identity. In a September 2024 two-part conversation with Hubert Joly, Greif CEO Ole Rosgaard discussed translating corporate purpose into strategy and leading through uncertainty. Rosgaard described his view that business needs an "urgent refoundation" around a noble purpose, placing people at the center, and treating profit as an outcome rather than the goal. He attributed many problems in the business world to shareholder primacy and top-down scientific management, as advocated by Milton Friedman and Bob McNamara. Rosgaard stated that a leader's role is to create an environment that unleashes "human magic" and that actions speak louder than words in making purpose real. Rosgaard also addressed leadership during challenging times, saying that "pressure is privilege" and that leaders should take care of themselves physically, mentally, and spiritually. He emphasized the importance of inclusion, stating that everyone needs to feel they belong, and that diversity efforts are ineffective without it. Rosgaard noted that his company changed its executive team and how they work together, and he described writing a leadership philosophy that he revisits to check his own actions. He said that in a volatile world, leaders must learn humility and that resilient organizations will thrive in new environments.
“If we want everybody at the company to be their best and do their best, what I've learned is that everyone needs to feel included, that they belong. I'm seen and I'm respected and cherished and celebrated, and that's the beginning because you can build diversity but if the diverse population doesn't feel they belong, t...”
“The country is quickly becoming majority brown and black; half of the population has always been women. How stupid would it be to build an organization just with people like you and I, aging white men? There's nothing wrong with white men, but we need to embrace the richness of the population because it gives us more e...”
“I believe that if it had been Lehman Brothers and Sisters as opposed to Lehman Brothers, you remember in 2008 when that bank went bankrupt, I think it could have been a different outcome.”
“In a world that has become so volatile and uncertain and chaotic, most of us don't have the answer. During COVID, there was no manual on how to deal with it. So we have to learn humility in leadership.”
“Your role as a leader is not to be the smartest person in the room and tell other people what to do but to create the environment for others to be successful.”
“In this time of uncertainty and rapidly changing environment, status quo is not a great option. We have to be on a transformation journey, but these are very hard times with continuous crises for which we had no training.”
“Don't forget to take care of yourself physically, mentally, spiritually. Be surrounded with a support network because this is going to be a marathon.”
“Pressure is privilege. It's challenging but also an honor to be put in positions of leadership. Wisdom is about knowing the difference between what we can control and what we cannot control.”
“In a world of massive change, resilient organizations will not just withstand shocks but will thrive in the new environment. This is a time of opportunity to refound businesses around the key needs in the world we are uniquely qualified to address.”
“The new standard for me is: are you doing your best? Are you doing everything you can to move in that direction? If you've really done your best, that's the only thing you can do. And if today you didn't do your best, be kind to yourself; there's still tomorrow.”
“The purpose of a company is not to make money; it's an imperative and a result, but don't confuse an imperative with the ultimate goal of a business. In business, there are three imperatives: the people imperative, the business imperative, and the financial imperative, which is a result.”
“My conclusion from 30 or 40 years in business is that we need an urgent refoundation of business around different principles: business is about the pursuit of a noble purpose, placing people at the center, embracing all stakeholders, and treating profit as an outcome, not the goal.”
“Milton Friedman advocated for shareholder primacy, that the only responsibility of business was to maximize shareholder value, and Bob McNamara invented top-down scientific management. These two things combined have caused many of the problems we're in in the business world.”
“Place people at the center; I hate the term Human Resources because it almost indicates people are inputs and the less input we have the better. No, people are the source, they're the engine of everything.”
“Business cannot be successful in isolation. If the city is on fire, you cannot open the stores; if the planet is on fire, you cannot have a business. We have to feel responsible for the greater good as business leaders and as businesses.”
In part 2 of this 2-part conversation Greif CEO Ole Rosgaard and Hubert Joly, senior lecturer at the Harvard Business School andΒ ...
In part 1 of this 2-part conversation Greif CEO Ole Rosgaard and Hubert Joly, senior lecturer at the Harvard Business School andΒ ...
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