Aarhus Symposium 2016 - The Booklet by Aarhus Symposium

THE BOOKLET

THE ART OF

POWER NOVEMBER 4, 2016

aarhus symposium 2016

WELCOME TO AARHUS SYMPOSIUM 2016 The Organising Committee of Aarhus Symposium 2016 is proud to welcome you to the sixth consecutive symposium at Aarhus University. This year under the theme “The Art of Power”.

The ability to utilise the opportunities of power is one of the single most relevant challenges for leaders of today as well as leaders of tomorrow. Thus, we strongly believe that dialogues, discussions, and insightful perspectives on the theme are crucial to solving current and future global challenges in business and society. In this booklet, you will find exclusive information on the theme, tracks and speakers, our partners, and practical details. We look forward to seeing you at Aarhus Symposium 2016! On behalf of the Organising Committee,

Camilla Sommer Thomsen

Line Møgelvang Villadsen

The Steering Committee of Aarhus Symposium 2016

DATE AND TIME PLACE CHECK IN TICKET

friday, november 4 from 11.00 to 19.00 AARHUS BSS, Fuglesangs Allé 4 AT THE main entrance of the S-building BETWEEN 11.00 AND 11.45 Bring the QR-code you received on e-mail as your ticket

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CONTENTS 01

THE CONCEPTS OF AARHUS SYMPOSIUM 2016

THE THEME OF AARHUS SYMPOSIUM 2016: THE ART OF POWER

MAP OF the facilities

TRACKS & PROGRAMME

Presenting the speakers of aarhus symposium 2016

12 11

Pernille Erenbjerg Morten Albæk Lars Fjeldsøe-Nielsen

13 Jais ValEur

14 Jimmy Maymann

15 Jens Birgersson

Birgitte Bonnesen

Bjarke Ingels

Peter Bardenfelth-Hansen

Matias møl dalsgaard

Peder Holk Nielsen

21 aarhus symposium panel discussion

Aarhus symposium challenge 2016

Aarhus symposium focus 2016

decoding leadership: what really matters

Arla navigating in a world of geopolitics

presenting the partners of aarhus symposium 2016

The organising committee of aarhus symposium 2016

40 become an organiser of aarhus symposium 2017

aarhus symposium 2016

the concepts of

aarhus symposium AARHUS SYMPOSIUM Aarhus Symposium is an event of extraordinary class with the objective to connect students, the leaders of tomorrow, with today’s leaders and key decision-makers. To accomplish this, an annual symposium is held in the pleasant surroundings of Aarhus University. Here, speakers are invited to share their insights and experiences regarding a specific theme. The participating students and the speakers engage in dialogue and discussions, achieving the main purpose of the organisation: To have leaders of today connecting with leaders of tomorrow. As such, Aarhus Symposium constitutes a visionary learning space for both students and top leaders.

AARHUS SYMPOSIUM FOCUS Aarhus Symposium Focus zooms in on the national scope and engages leaders of today with leaders of tomorrow in a discussion on a topic reflecting Denmark’s most important challenges.

FOCUS

In 2016, Battle of the Economists was renamed “Aarhus Symposium Focus”. Just like Battle of the Economists, Aarhus Symposium Focus is an inspiring event that takes place on Monday in the week of Aarhus Symposium. Speakers at Aarhus Symposium Focus give a short presentation of their own choice before engaging in a discussion with each other and the audience, offering the most interested students the opportunity to be well prepared for Aarhus Symposium.

AARHUS SYMPOSIUM CHALLENGE Aarhus Symposium Challenge is an essay competition for the most ambitious students who wish to participate in Aarhus Symposium Focus and Aarhus Symposium. In 2015, nearly 400 students submitted an essay and qualified for a seat at Aarhus Symposium. The students submitting the most innovative and extraordinay essays have the unique chance to engage in a dialogue with the top leader who has proposed the challenge. This is an unique opportunity to discuss global topics in an intimate forum with inspirational top leaders and key decision-makers. The one student with the most outstanding essay will be honoured on stage and receive the Aarhus Symposium Award.

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the art of power the theme of Aarhus Symposium 2016 Power structures float all around us. They are transparent layers, through which we perceive and interact with the world. If there are no such structures, we find ourselves in a vacuum. But how is power attached to us? What does it mean to hold power? And how does power appear in our relations?

isible or not, power is truly embedded in leadership. However, possessing power does not necessarily imply that others follow your lead. Understanding the art of power is, therefore, necessary to become a great leader. Leaders who successfully manage the art can accomplish extraordinary things. Leaders, who do not, will stumble and miss great opportunities. Whether power is associated with possibilities or limitations thus depends on the leaders’ abilities. Hence, power is of great influence for the future of states, businesses, and individuals. Power structures are dynamic and relational. On a global scale, countries struggle to gain influence and increase their scope of action. As a result, power balances may shift. Powerful actors might suddenly find themselves vulnerable and forced to adapt to these changes, in order to secure their international survival. Such flexibility is also crucial in industries where companies are challenged on their profitability. To obtain and maintain a powerful position, a company must continuously strive to be ahead of its competitors and sometimes aim to predict the unpredictable. History tells us that technological progress can change power balances. We are now witnessing how digitisation increasingly challenges heads of state and established companies to constantly

adjust on all levels; strategically, tactically, and operationally. Conversely, some players seek to be proactive and influence the direction of the digital development in their favour. But power relations are not just affected by external factors, as power also plays a crucial role inside organisations. Here, the skilful leader adapts to the perceptions of power that differ across cultures. The ability to recognise and understand these differences is essential when putting power into practice in order to achieve the best results. At Aarhus Symposium 2016, we will shed light on “The Art of Power” and delve into its opportunities and limitations. No matter its form and context, understanding the art of power is complex, yet necessary when facing current and future global challenges. We seek to contribute to an understanding of what it implies to reach a powerful position, manage power, and interact in powerful affairs – today and tomorrow. Throughout the day, we will pose questions such as: What does it mean to successfully manage the art of power? What strategies can individuals, companies, and states adopt as a safeguard against unanticipated shifts in power balances? And, what kind of power does it require to turn your biggest challenges into your greatest opportunities?

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map of the facilities

where to go... aarhus bss, fuglesangs allĂŠ 4

m-building M2: Jyske Bank Auditorium M3: TDC Group Auditorium Mingling Area Food and Drinks

S-building Lower S: Accenture Auditorium Main Entrance Wardrobe Food and Drinks

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map of the facilities

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TRACKS & PROGRAMME

GEOPOLITICAL POWeR TRACK 1 As globalisation connects actors across countries and continents, leaders are drawn into unpredictable geopolitical changes. If international decision-makers do not rapidly adjust their strategy to the new situation, this may endanger their power positions. Even great leaders can be powerless, when they face humanitarian crises, terror attacks, or political conflicts. Despite these challenges, globalisation continues to create new opportunities for companies and individuals. How can companies and states exert influence across borders, when they operate alongside powerful giants? What strategies can actors adopt as a safeguard against unanticipated shifts in global power balances?

programme for track 1

jais valeur

jimmy maymann

12.30-13.30

14.00-15.00

tdc group AUDITORIUM

Accenture AUDITORIUM

Cyber POWER panel discussion

15.30-16.30

Accenture AUDITORIUM

jens birgersson

17.00-18.00

jyske bank AUDITORIUM

lower s

m-building

s-building

m-building

moderator

Jakob illeborg

Charlotte Beder

Anders Havndrup

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TRACKS & PROGRAMME

digital POWeR TRACK 2

Companies and individuals continuously explore new digital equipments and platforms. This gives rise to new opportunities for obtaining power. Actors can proactively seek to influence the technological development and reach extraordinary results. However, digitisation also involves universal threats as new security issues arise. Companies and individuals are suddenly vulnerable as their sensitive information may fall into the wrong hands. Can digital actors protect themselves? How do the dynamics of power change with the digital developments? How do different actors predict and benefit from these changes?

programme for track 2

lars fjeldsĂ¸e-nielsen

jimmy maymann

12.30-13.30

14.00-15.00

jyske bank AUDITORIUM

Accenture AUDITORIUM

Cyber POWER panel discussion

15.30-16.30

Accenture AUDITORIUM

pernille erenbjerg

17.00-18.00

tdc group AUDITORIUM

lower s

m-building

s-building

m-building

moderator

joachim Bindslev

Jakob illeborg

Charlotte Beder

Simon Nielsen

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tracks & PROGRAMME

INDUSTRY POWeR TRACK 3

Powerful companies often develop and define their entire industry. But power is in no way static. Companies constantly compete to obtain or maintain their position. Established companies have an advantage as they have existing strategic alliances, a platform to operate from, and a well-known brand among the consumers. Nevertheless, new actors can also establish a powerful position, if they manage to create an unprecedented demand. But how and when is it possible to revolutionise an established industry? How do leaders maintain and expand their companyâ&#x20AC;&#x2122;s position in an ever-changing market?

programme for track 3

BJARKE INGELS

PETER BARDENFLETH

PEDER HOLK NIELSEN

birgitte bonnesen

12.30-13.30

14.00-15.00

15.30-16.30

17.00-18.00

Accenture AUDITORIUM

jyske bank AUDITORIUM

tdc group AUDITORIUM

Accenture AUDITORIUM

lower s

s-building

m-building

s-building

moderator

Vibeke Daell Bjerrum

joachim Bindslev

Simon Nielsen

Charlotte Beder

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tracks & PROGRAMME

people POWeR TRACK 4

Leaders of multinational companies have an important task in creating a common ground for their entire organisation. Since power is perceived in different ways across cultures, skilful leaders must possess knowledge, empathy, and adaptability. This is one of the reasons why the leadersâ&#x20AC;&#x2122; skills and personality are essential when putting power into practice. Through their character, the leaders are able go abroad, establish a powerful position, and change the world. How is power perceived and employed in different cultures? How useful are Danish values when leading on a global scale? And how does a leader establish and exert individual power?

programme for track 4

BJARKE INGELS

morten albĂŚk

matias dalsgaard

birgitte bonnesen

12.30-13.30

14.00-15.00

15.30-16.30

17.00-18.00

Accenture AUDITORIUM

tdc group AUDITORIUM

jyske bank AUDITORIUM

Accenture AUDITORIUM

lower s

m-building

lower s

s-building

m-building

s-building

moderator

VIBEKE DAELL BJERRUM

Anders Havndrup

Charlotte Beder

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presenting the speakers of

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2016

presenting the speakers of aarhus symposium 2016

Pernille Erenbjerg President & CEO, TDC Group

n 2015, Pernille Erenbjerg was announced the most powerful Danish businesswoman by Denmark’s leading business magazine, Børsen. Due to her extraordinary effort and great results in 2014, Pernille Erenbjerg managed to reach the absolute top of the corporate ladder in TDC Group, one of Denmark’s 20 largest public companies. She has been a part of TDC Group for several years and a driving force behind key developments, such as the re-listing of the company in 2010 and the acquisition of Norwegian cableco Get in 2014. Now, it is Pernille Erenbjerg’s ambition to make the company the preferred provider of better and simpler digital services among Danes and Norwegians. TDC Group dates all the way back to 1879. Having created the very first telephone exchange in Denmark, the telecom company has grown to turn over more than 24 billion DKK, and employs around 8,000 people. TDC Group is today a leading communications and home entertainment company in Denmark and Norway. In 2015, TDC Group supplied 45 percent of Danish households with broadband Internet.

PROFILE 2003 - 2015 | Various positions within the TDC Group, including Group CFO 2002 - 2003 | Partner, Deloitte

Denmark

1987 - 2003 | Certified Public Accountant, Arthur Andersen Cand.merc.aud from Copenhagen Business School and Certified Public Accountant Board Member and Chairman of the Audit Committee at Genmab A/S and DFDS A/S

Digital Developments Call for Constant Actions The coming years will indeed be crucial for Denmark’s largest telecom company. By 2018, it is the company’s ambition to have the highest customer satisfaction within the industry and to have restored high cash flow generation. However, consumers are increasingly demanding more digitised and simple services. It is, therefore, necessary for the TDC Group to offer the best products, services, and digital infrastructure. Thus, the company must also be innovative and foresee future digital demands. How is it possible for the TDC Group to succeed in all these areas at the same time? And how can the TDC Group be at the forefront of digital trends and potentially influence their direction?  At Aarhus Symposium 2016, Pernille Erenbjerg will address issues regarding the future digital development and how a company can keep  its position throughout these rapid changes.  aarhus symposium

presenting the speakers of aarhus symposium 2016

MORTEN ALBÆK

Co-founder & CEO, Voluntas

ot everyone gets the opportunity to define the Pope’s digital strategy. But as a result of his great ingenuity, Morten Albæk has, among other key figures, been granted this responsibility. This is not the only recognition he has received for his skills. For the past five years in a row, Morten Albæk has been on The Internationalist’s top 100 list of the most influential CMOs in the world, as the only Scandinavian ever. This honour is partially due to his career at Vestas, where he pioneered commercial innovation in the energy sector and helped rebuild the company’s reputation. In addition, Morten Albæk continues to explore new opportunities, and, in 2015, he ventured into establishing the social impact investment and advisory firm Voluntas. Voluntas focuses on principle-based investing and purposeful consulting. It seeks to make a profit in a meaningful way by focusing on meaningfulness, diversity, and sustainability. Voluntas aspires to make a positive contribution to society by creating a fairer distribution of men and women in top managements and ensuring a more sustainable procurement of electricity.

PROFILE 2009 - 2015 | Global SVP and CMO, Vestas 2003 - 2009 | Head of Innovation

& Idea Generation, Danske Bank 2008 | Honorary Professor in Philosophy, Aalborg University

Master of Science in History and Philosophy from Aarhus University Board Member at Epteca Holding AG, Brøndbyernes I.F. Foldbold A/S, and Vertic A/S

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THE PHILOSOPHY OF LEADERSHIP Across countries and industries, companies find it increasingly hard to ensure success by simply focusing on profit maximisation and shareholder value. To gain power today, companies have to express distinct values that resonate with consumers. Furthermore, this trend affects employees who no longer primarily seek high wages, but demand more of their employers. Leaders are expected to invest in and inspire their co-workers, rather than merely supervise. Morten Albæk has embraced the role as a modern leader along with the philosophy that employees finding meaning in realising the company’s purpose is the fastest shortcut to a more innovative, productive, and profitable company. How can investing in people and leading through meaningfulness be a competitive advantage? At Aarhus Symposium 2016, Morten Albæk will share his insights into modern leadership.

presenting the speakers of aarhus symposium 2016

Lars fjeldsøe-nielsen General Partner, Balderton Capital

he godfather of mobile business development. This is how Lars Fjeldsøe-Nielsen was characterised by Emil Michael, SVP of Uber, and it is with good reason that he received this recognition. Lars Fjeldsøe-Nielsen has spearheaded the mobile growth strategies for Uber and Dropbox, and has been an advisor to WhatsApp. Through these efforts, he has managed to predict and shape future digital demands, and he has been able to spread significant technologies towards mass market adoption. Today, at Balderton Capital, Lars Fjeldsøe-Nielsen uses his ability to be at the forefront of the digital development, indentifying and investing in the best European technology companies. Balderton Capital is one of the largest venture capital firms in Europe, and it focuses on investing in the best early-stage technology companies on the continent. Based in London, the firm manages 14 billion DKK in funds. Balderton Capital’s partnership is comprised of successful entrepreneurs, world leading operators, and talented venture investors. By bringing their combined skills together, Balderton Capital enables the entrepreneurs, who they work with, access to an unrivalled array of knowledge, skills, and capital.

PROFILE 2014 - 2015 | Vice President of Mobile, Uber 2013 - 2014 | Advisor to the Business

Team, WhatsApp Inc.

2011 - 2014 | Head of Mobile, Dropbox MBA from London School of Business Master of Science in Engineering from Oxford University

The Power of Nordic Tech The Nordic tech scene is booming, but choices made today will decide the fate of startups over the next decade. Will Copenhagen, Stockholm, and Helsinki become strong centres of gravity for global technology entrepreneurs? Or will they become short-term launch-pads for ambitious local entrepreneurs before heading to Silicon Valley? The European technology industry has undergone phenomenal changes in the past ten years. There are strong technology communities in every capital city, knowledge sharing across generations, and more ambitious entrepreneurs chasing multibillion - instead of multimillion - dollar valuations. The Nordics truly encapsulate this development: Since 2005, nine percent of all tech companies sold for more than one billion USD have originated from the Nordics. At Aarhus Symposium 2016, Lars Fjeldsøe-Nielsen will address what Nordic tech may look like in the coming ten years.

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presenting the speakers of aarhus symposium 2016

Jais Valeur CEO, Danish Crown

s CEO of Danish Crown, Jais Valeur is the Head of the largest agricultural export company in Denmark. Previously, Jais Valeur played a vital role in the successful internationalisation of Arla Foods and demonstrated the ability to create profits, while at the same time handling challenging geopolitical affairs. These experiences are valuable for Danish Crown, as the company deals with global concerns such as the current Russian trade embargo. Looking forward, it is Jais Valeurâ&#x20AC;&#x2122;s vision that the company will no longer perceive itself as a Danish exporter, but rather as an international food company. Danish Crown is one of the biggest meat producing companies in Europe. Its revenue amounted to approximately 60 billion DKK in 2015, and the company has around 26,000 employees. Divided into a wide range of brands, Danish Crown has facilities all over Europe, and the corporation exports to more than 130 countries.

PROFILE

1998 - 2000 | Export Director, Royal Unibrew

As a truly global company, Danish Crown is constantly serving shifting market demands in an international business environment marked by great uncertainty. On top of this, major economic events and political changes can trigger closing of vital markets and launch the industry into turmoil. This is exactly what happened when the Russian market closed in 2014, as it imported one quarter of all of the EUâ&#x20AC;&#x2122;s meat export the year before. Consequently, prices on meat plunged with as much as 15 percent. How does a company like Danish Crown navigate in and keep a clear strategic direction in a highly volatile business environment?

Master of Science in Economics and Business Administration from Aarhus University

At Aarhus Symposium 2016, Jais Valeur will answer this and related questions about how a company adjusts to unforeseen events that arise on a global scale.

2007 - 2015 | Executive Vice President, Arla Foods 2006 - 2007 | CEO, Arla Mengniu in

China

2000 - 2005 | Director of Sales, Arla Foods

Responding to geopolitical shifts

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presenting the speakers of aarhus symposium 2016

jimmy maymann

President, AOL Content & Consumer Brands

n Jimmy Maymann’s three years as CEO of The Huffington Post, the number of monthly users quintupled. This success was particularly due to his strategy for the company’s international expansion. During his successful career, Maymann has shown the ability to be at the cutting edge of digitisation with projects such as GoViral and Neo Ideo. By foreseeing the consumers’ desires, he has made a considerable impact on the digital development; particularly in online media. Consequently, he has advanced to become Executive Vice President at AOL. AOL is a global technology and digital media company, which consists of a network of different brands such as The Huffington Post, TechCrunch, and Moviefone. While serving over 700 million users worldwide, AOL has more than 100,000 bloggers who delve into a broad spectrum of news, entertainment, lifestyle, and technology.

PROFILE 2012 - 2015 | CEO, The Huffington Post 2011 - 2012 | Senior Vice President,

AOL Huffington Post Media Group

2005 - 2011 | Co-founder, GoViral Executive MBA at London Business School Master of Science in Economics and International Marketing from University of Sourthern Denmark

SHAPING BUSINESSES IN A DIGITAL WORLD In an age of rapid digital evolution, constant changes in consumer behaviour threaten businesses across industries. For instance, as consumers seek free news and entertainment on the Internet, media agencies struggle with decreasing circulations and lack of revenue. As the former CEO of The Huffington Post, Jimmy Maymann has experienced first-hand how technology changes consumers’ behaviour, and in turn, businesses. Today, as the President of AOL Content & Consumer Brands, he uses his strong intuition to turn modern technology into a competitive advantage. How can leaders forecast future digital trends and thus gain or maintain a powerful position in digital industries? At Aarhus Symposium 2016, Jimmy Maymann will share his experiences on how technology changes business.

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presenting the speakers of aarhus symposium 2016

Jens Birgersson

President & CEO, ROCKWOOL International

s CEO at ROCKWOOL International, Jens Birgersson is the front figure in one of the leading companies within the global insulation industry. In this position, Jens Birgersson has already demonstrated an ability to respond to economic and political uncertainty, and the global ‘start and stop economy’. During his time in ABB, when the financial crisis ravaged, Jens Birgersson experienced the importance of a company’s flexibility and manoeuvrability. These experiences, along with his international background from several business models, made Jens Birgersson attractive for the ROCKWOOL Group, and something that the company benefits from. ROCKWOOL International is a world-leading supplier of products and systems based on stone wool and is located in Denmark. The company is present in 37 countries and has around 10,000 employees creating sustainable insulation solutions for both small households and offshore platforms. In 2015, the company had a turnover of almost 17 million DKK.

PROFILE 2008 - 2015 | Group Senior Vice President, ABB, Switzerland 2005 - 2008 | Executive Vice

President, Imerys

1987-1998 | The Swedish Embassy in Moscow Master of Science in Engineering Physics from KTH Royal Institute of Technology Bachelor in Economics from Stockholm University

Contributing to human wellbeing Large corporations are an unavoidable economic, political, environmental, and cultural force in today’s globalised world. But the companies cannot afford to neglect the power of the public. Large companies must recognise their interconnection with society in order to make human wellbeing part of their legacy. In times of sudden shifts in the power balance, this can present a challenge. However, Jens Birgersson argues that companies like ROCKWOOL can navigate these changes by linking an ethical, solid, and purposeful foundation with organisational agility, transformation of knowledge, and resources across borders and functions. What role does the attitude to transition play in times of change? And how does ROCKWOOL try to create a legacy of human wellbeing? At Aarhus Symposium 2016, Jens Birgersson will share his insights into being a dynamic player in a globalised world.

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presenting the speakers of aarhus symposium 2016

Birgitte Bonnesen CEO & President, Swedbank

s CEO of one of Europe’s strongest banks, Birgitte Bonnesen qualifies as one of the highest-ranking Danish business leaders outside of Denmark. Her appointment came as a result of 30 successful years within the bank. During this period, Birgitte Bonnesen has been responsible for the bank’s key business areas in Sweden and the Baltic States. She even served as Head of Global Financial Institutions & Trade Finance during the severe financial crisis in 2008-2009. Consequently, Birgitte Bonnesen has gained extensive experience in Swedish leadership and corporate values, and she has distinct knowledge about the banking industry. Swedbank is globally present with approximately 7 million private and 600,000 corporate customers. The bank is primarily situated in the Nordic and Baltic regions, where it focuses on retail and corporate banking as well as mortgage loans. In total, Swedbank has more than 13,500 employees and a profit of 12.5 billion DKK in 2015.

PROFILE 2015 - 2016 | Head of Swedish Banking, Swedbank 2011-2014 | Executive Vice Presi-

dent; Head of Baltic Banking, Swedbank

2009-2011 | Head of Internal Audit,

Swedbank

MBA from Stockholm School of Economics Master of Science in Economics and Modern Languages from Aarhus School of Business

Leading in a time of a paradigm shift Through her experience at Swedbank, Birgitte Bonnesen has faced a great variety of challenges in the banking industry. Still, the present situation seems abnormal: The European Central Bank has released a vast amount of money through quantitative easing, the interest rates are historically low, and both growth and inflation have stagnated. The financial sector is in the middle of a paradigm shift with ingredients such as a demanding regulatory landscape and challenging macroeconomics. How can Birgitte Bonnesen draw on her past experiences to lead Swedbank into this new paradigm?  At Aarhus Symposium 2016, Birgitte Bonnesen will elaborate on her perspectives on Swedish banking as well as the current challenges faced by the industry.

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presenting the speakers of aarhus symposium 2016

Bjarke Ingels Founding Partner, BIG

jarke Ingels is one of the world’s absolute top architects. It is no wonder that he has the honour of designing projects such as the two World Trade Center towers as well as the ground-breaking transportation system Hyperloop, which was originally designed by Tesla Motors’ Elon Musk. Moreover, Bjarke Ingels has received several international awards for his ability to rethink and break with the traditional conventions of architecture and for his way of incorporating sustainability in his designs. Being the only Dane and architect, Bjarke Ingels was named as one of the 100 most influential people in the world in 2016 by Time Magazine. BIG was founded in 2005 with headquarters in Copenhagen. The company has grown into a global scale, including a branch in New York and an office in London. BIG’s great influence on the Danish capital with the 8tallet, the VM Houses, and the Mountain, as well as the Amager Bakke Waste-to-Energy play opening next year, are realisations of the company’s vision to create “pragmatic utopian architecture”. These projects maximise the potential of our cities and the unfolding of modern life.

PROFILE 2006 - present | Founding partner, BIG (Bjarke Ingels Group) 2000 - 2005 | Co-founder, PLOT 1998 - 2000 | Project Architect,

Office for Metropolitan Architecture Visiting Professor at Harvard Graduate School of Design, Columbia University, and Yale School of Architecture. Architect from the Royal Danish Academy of Fine Arts, School of Architecture, and art Escola Tecnica Superior de Arquitectura in Barcelona

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Leaving incredible footprints Despite his young age, Bjarke Ingels has created notable footprints all around the world with his incredible buildings. He is well-known and respected among colleagues and architecture connoisseurs, but also among citizens worldwide. Bjarke Ingels has demonstrated great creativity when rethinking the shapes of urban environments. By incorporating sustainability into the industry, he has succeeded in making a deep impact on modern architecture. Meanwhile, he has established himself a strong brand and reputation. But what does it take to reach such a powerful position? How do you unleash the full potential of your creativity? At Aarhus Symposium 2016, Bjarke Ingels will share this experience from a business where personality and ingenuity are vital.

presenting the speakers of aarhus symposium 2016

Peter Bardenfleth-Hansen Director of Nordic Sales, Tesla Motors

esla Motors has expanded rapidly since its foundation in 2003, and Peter Bardenfleth-Hansen has played an important role in this development. During his time as Senior Regional Manager for Northern Europe, the size of the regional sales organisation was tripled. Thereby, he laid the foundation for a strong presence throughout the region. This achievement shows Peter Bardenfleth-Hansen’s dedication to Tesla Motors as well as the transformation to more sustainable energy. Along with hard work, devotion has paved his way from Store Manager in Oslo to Director of Nordic Sales. Since then, the sale of the Model S has more than doubled in the Scandinavian countries. Tesla Motors aims to accelerate “the world’s transition to sustainable transport”. With their first electric car sold in 2008, Tesla Motors has since grown to challenge the traditional car manufacturers with more than 50,000 cars sold worldwide in 2015. The number of employees grows in order to follow the demand and reached over 13,000 in 2015.

PROFILE 2015 - present | Board Member, Danish Electric Vehicle Alliance 2012 - 2013 | Senior Regional

Manager for the Nordics, Benelux and United Kingdom, Tesla Motors 2012 | Store Manager Oslo, Tesla

Motors

2010 - 2012 | Sales Executive for

Denmark and Norway, Tesla Motors Bachelor’s degree in Law from University of Copenhagen

Designing a greener future Tesla Motors appears miles ahead of its pursuers in the car industry. The company plays a powerful role in making electric cars a part of people’s everyday lives, thereby contributing to a greener and more sustainable future. Tesla Motors’ innovative thinking has already made considerable impact on roads worldwide – especially in the Nordic region. Tesla Motors is experiencing this success despite the fact that all its technology is freely available to its competitors. How will Tesla Motors continue its expansion and maintain its leading position while – in a true open source spirit – giving up all its patents? At Aarhus Symposium 2016, Peter Bardenfleth-Hansen will share his ambitions for Tesla Motors and the car industry in general.

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presenting the speakers of aarhus symposium 2016

Matias Møl Dalsgaard CEO & Co-Founder, GoMore

atias Møl Dalsgaard has truly revolutionised the Danish transport industry with the car-sharing platform GoMore. He is driven by a philosophy that “doing something others could have done better is a waste of time”. Instead, he focuses solely on being the absolute best at what he does. In his professional life, it is important to Matias Møl Dalsgaard that there is a greater meaning - something that the consultancy industry was incapable of providing him with. After returning to an academic career, Matias Møl Dalsgaard became an entrepreneur and devoted all his time to something that he considered meaningful: the project of GoMore. GoMore was founded in 2005 and is an Internet service that provides a platform for carpooling and car sharing. It is the company’s ambition to become mainstream - meaning that GoMore should be people’s natural choice when in need of transport. Today, the company facilitates cheap, environment-friendly and sociable transport to its more than 1 million members in Europe.

PROFILE 2012 - 2013 | Postdoc, Aarhus University 2006 - 2008 | Associate, McKinsey & Company Master of Science and PhD in Philosophy from Aarhus University and Albert-Ludwigs-Universität Freiburg im Breisgau Bachelor’s Degree in Comparative Literature from Aarhus University Author of the books Don’t Despair and Det Prostestantiske Selv

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Facilitating People Power It takes hard work and an incredible drive to succeed as an entrepreneur. Matias Møl Dalsgaard has proven that he has the power to form and carry out the brilliant concept of GoMore. In this age of individualism, it is unique that Matias Møl Dalsgaard has been able to create a social forum where people from different backgrounds connect based on mutual trust. This trust is essential as the members of GoMore are the core of the Internet service. What kind of power do these members hold? How does one hold on to the right trend to build a business upon? At Aarhus Symposium, Matias Møl Dalsgaard will share the story of how he gained his own powerful position by giving power to the people.

presenting the speakers of aarhus symposium 2016

peder holk nielsen President & CEO, Novozymes

s CEO, Peder Holk Nielsen is the driving force behind the election of Novozymes as the world’s most attractive company for scientists in 2015 by Science Magazine. It is, therefore, no wonder that the biotechnological company is able to attract talented researchers from across the world. Peder Holk Nielsen has also taken on the responsibility of increasing the company’s contribution to a sustainable future; primarily through the development of biofuels. For this effort, Peder Holk Nielsen was voted “Global Game Changer” by Forbes Magazine in 2016. Novozymes is a world-leading biotechnological company in areas such as industrial enzymes and bioenergy. With around 6,500 employees across 30 countries, the company contributes globally to a sustainable future with a main focus on a sustainable food and energy supply. Novozymes is partially owned by Novo A/S. In 2015, Novozymes had a net profit of more than 2.8 billion DKK.

PROFILE 2000 - 2013 | Executive Vice Presi-

dent, Novozymes

1995 - 2000 | Corporate Vice President, Enzyme Division, Novo Nordisk MBA in Chemical Engineering from the Technical University of Denmark PhD in Chemical Engineering from the Technical University of Denmark Bachelor in International Business Management from Copenhagen Business School

PARTNERING FOR IMPACT Low prices on raw material and energy provide a strong incentive for unsustainable behaviour. While consumers enjoy lower costs of living, the world is suffering. In the context of this challenge, Novozymes has embarked on a journey to find biological answers to better living in a growing world. The company, however, recognises that solutions for a more sustainable future must necessarily be through partnerships between companies, governments, organisations, academia, and consumers. Yet, maintaining a powerful market position is a fundamental concern for all businesses. How can companies do so while solving some of the world’s most pressing challenges by partnering with the full stakeholder landscape? At Aarhus Symposium 2016, Peder Holk Nielsen will talk about how Novozymes aims to maintain its market position while engaging in close partnerships.

aarhus symposium

Presenting the speakers of aarhus symposium 2016

Exploring

Cyber Power Aarhus Symposium Panel Discussion 2016

oday, the world is more interconnected than ever before. We all know and use the many great advantages every day: Mobile phones, digital applications, social media, etc. However, the increased connectivity has also created opportunities for new ways to obtain and utilise power adversely. Criminals are now able to attack consumers, companies, and nations in ways that range from inconvenience to life threatening. Hence, cybercrime is becoming one of the largest global threats. This raises the question: how should we secure ourselves against cybercrime now and in the future? The digital revolution has also created many opportunities for both companies and governments. For instance, businesses can now use technology to create new innovative solutions, and governments are able to modernise their infrastructure and create better citizen services. Nevertheless, with many opportunities also come challenges. Both companies and governments hold a great amount of information about individuals as well as state and business secrets. With this excessive amount of intellectual property, they are sensitive towards cyber espionage and theft. As a result, governments and companies are now increasing their investments in

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cyber security in order to prevent criminal intruders. How do governments and companies protect themselves most efficiently? Is it even possible for them to secure nations and consumers thoroughly? However, the responsibility to protect consumers does not only lie on governments and companies, but on the consumers too. With the amount of products and devices linked to the Internet of Things, consumers leave the backdoor wide open to criminals, such as allowing access to track their exact location without knowing the potential costs and risks. In other words, consumers today leave many digital footprints, making it easier for intruders to commit crimes, such as identity theft. What can be done to protect the sensitive information, and to whom is it shared? How can consumers protect themselves against cybercrime? At Aarhus Symposium Panel Discussion 2016, Thomas Lund-SĂ¸rensen, Kim Schlyter, and Anja Bechmann will share their knowledge on the complexity of cyber power. Join the discussion on how we can secure ourselves against cybercrime now and in the future.

Presenting the speakers of aarhus symposium 2016

Thomas Lund-Sørensen Director, Centre for Cyber Security

As Director at Centre for Cyber Security, it is Thomas Lund-Sørensen’s main task together with his staff to secure a high level of information security in the Danish society. The Centre for Cyber Security is part of the Danish Defence Intelligence Service, which is in charge of protecting against and responding to cyber threats. Thomas Lund-Sørensen is a former ambassador with positions in Europe and the Middle East. He has served as Chief of Staff to the Foreign Minister and later as Chief Information Officer at the Ministry of Foreign Affairs. At Aarhus Symposium Panel Discussion 2016, Thomas Lund-Sørensen will share his experiences with protecting Denmark against cyber threats and his predictions on the future impact of these threats.

Kim Schlyter Cyber Risk Leader, Deloitte Denmark and the Nordics Kim Schlyter is a well-respected cyber security expert who has been working with security for nearly 20 years. As Partner at Deloitte Denmark and leader of the Cyber Risk Services, a division of 120 employees in Scandinavia, Kim Schlyter uses his expertise to help companies analyse their resistance towards professional and criminal hackers. This practice goes across many cyber disciplines such as information protection and ethical hacking. Today, ethical hacking has become its own business; a business which Kim Schlyter predicts to have great impact in the future as the attackers become more and more advanced. At Aarhus Symposium Panel Discussion 2016, Kim Schlyter will share his perspectives on the ethical hacking industry and how it can help companies and consumers to fight cybercrime in the future.

Anja Bechmann Head of the Digital Footprints Research Group, Aarhus University Since 2012, Anja Bechmann has been Head of the Digital Footprints Research Group, and in 2016, she started the interdisciplinary AU DataLab. The research group and lab develop data collection and examine the digital footprints made by consumers. Furthermore, Anja Bechmann is an Associate Professor at Aarhus University, where one of her main research areas is consumer privacy on social media. Her extensive knowledge about digital footprints is one of the reasons why she is an appointed member of the National ATV Council of Digital Sages. The council seeks to increase the focus on a digital society. At Aarhus Symposium Panel Discussion 2016, Anja Bechmann will share her knowledge on how consumers can protect themselves against cybercrime and how the future of digital consumer behaviour may evolve.

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CHALLENGE 2016 Aarhus Symposium Challenge is the students’ chance to strive for and truly engage in this year’s symposium. It is an essay competition consisting of three carefully selected topics within this year’s theme: “The Art of Power”. The topics are proposed by three of the speakers at Aarhus Symposium 2016. Starting off in 2013 as an extension of the ‘first come, first served’-based Sign-up Day, Aarhus Symposium Challenge has now developed to be the primary way to sign up for Aarhus Symposium and Aarhus Symposium Focus. This ensures attendance from the most ambitious students from all universities in Denmark.

aarhus symposium CHALLENGE 2016

YOUR CHANCE TO CHALLENGE

THE LEADERS OF TODAY LEADERS’ FORUM

MEET OUR PARTNERS

Participation in Aarhus Symposium Challenge not only gives the students a chance to secure their seat at Aarhus Symposium and Aarhus Symposium Focus, it is also an exclusive opportunity to meet and engage in a dialogue with one of the three leaders in Leaders’ Forum. Leaders’ Forum is an intimate and exclusive session at the day of Aarhus Symposium. This is continuously pointed out by the participating students and top leaders as a unique opportunity to discuss and learn from each other.

In addition to the chance of meeting the respective leader of the topic, this year, students also have the chance to meet and engage in conversations with some of our Premium Partners. The 120-140 students with the best essay contributions will be invited to the exclusive event, Power Up with Arla, in the week prior to Aarhus Symposium. A selected few of the students with the most outstanding essays will also be invited to either a one-day visit at the respective headquaters of DONG Energy or Jyske Bank.

Read more about the benefits of participating in Aarhus Symposium Challenge 2016 on the following pages.

THE AARHUS SYMPOSIUM AWARD The author behind the most inspiring and outstanding essay is rewarded with the Aarhus Symposium Award on stage at Aarhus Symposium.

winners of the aarhus symposium award

2013

Bastian Stemann Lau

2014

Moma Vujisic

2015

Oskar Harmsen

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aarhus symposium CHALLENGE 2016

LEADERS’ FORUM Leaders’ Forum is the essay contributors’ unique chance to debate concrete topics put forward by some of today’s top leaders. The students with the most extraordinary essay contributions will have the exclusive opportunity to meet and engage in an informal and intimate dialogue in Leaders’ Forum with the leader representing their topic.

YOUR CHANCE TO BE INSPIRED

TWO-WAY INSPIRATION

Last year, 13 students were offered the chance to receive feedback and discuss their essays as well as their personal perspectives in closed and informal sessions with top leaders. Lasse Thorbøll Juhl, studying a Masters’ Degree in Corporate Communication at Aarhus University, was one of the few students to meet Christian Stadil, CEO at Thornico. Lasse highlighted several takeaways from his experience in Leaders’ Forum:

Leaders’ Forum is also used as a source of inspiration for the participating leaders. Students are able to add new perspectives and fresh eyes on issues faced on a daily basis in companies and organisations. Unbiased knowledge is a great asset for today’s businesses, and this is why top leaders are willing to share knowledge and new ideas with the participating students in Leaders’ Forum.

“It was fantastic to meet one of Denmark’s most visionary entrepreneurs. He was sincerely interested in our opinions, and he also advised us on how to shape our careers if we want to become successful”. For Lasse, Leaders’ Forum was a true inspiration and a great opportunity for him to share his personal perspectives with Christian Stadil and learn from a leader of today.

THE INDISPUTABLY BEST ESSAY Every year, a student with the best and most outstanding essay is honoured on stage at Aarhus Symposium as the winner of the Aarhus Symposium Award.

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“

Right before the meeting, it really hit me that I was about to sit in front of the Danish Chief of Defence and elaborate my thoughts on leadership - something that he works with every single day. - Moma vujisic on his experience in leaders’ forum 2014

We hope that your participation in Aarhus Symposium Challenge 2016 will prepare you to engage in dialogues and give you a memorable experience at Aarhus Symposium on November 4.

aarhus symposium CHALLENGE 2016

meet OUR PARTNERS Participants in Aarhus Symposium Challenge 2016 have the extraordinary opportunity to qualify for two out of three exclusive events, hosted by three of our Premium Partners. The students behind the best essays will be invited to attend Power Up with Arla and either A Day at DONG Energy or A Day at Jyske Bank. Learn more about this yearâ&#x20AC;&#x2122;s special partner events below:

Power Up with Arla |

Spots: 120-140

Our Premium Partner, Arla Foods, invites the most ambitious students to participate in Power Up with Arla on Friday, October 28, at Aarhus BSS. Here, students are invited to a one hour presentation and Q&A session with Peder Tuborgh, CEO at Arla Foods, followed by a session with four different speakers who will focus on challenges related to the theme of Aarhus Symposium 2016 in different business units within Arla Foods.

A day at DONG Energy |

Spots: 8-12

Selected students is invited by our Premium Partner, DONG Energy, to join them for a roundtable event at their office in Gentofte. DONG Energy will share interesting insights about their corporate strategy and recent IPO. Finally, the selected students will have the opportunity to engage in a real-life business case in collaboration with DONG Energy employees.

A day at Jyske Bank |

Spots: 8

Our Premium Partner, Jyske Bank, is glad to invite selected students to a day at their headquaters in Silkeborg, where Anders Dam, CEO, is looking forward to welcoming them. Afterwards, the students get the opportunity to team up with an employee and engage in exciting tasks in different departments throughout the day.

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Focus 2016 Aarhus Symposium Focus is an inspiring and enlightening event that takes place on Monday evening in the week of Aarhus Symposium. The purpose of Aarhus Symposium Focus is to engage leaders of today with leaders of tomorrow in a discussion on Denmarkâ&#x20AC;&#x2122;s most important challenges. Speakers with national and academic insights are invited to share their knowledge on this yearâ&#x20AC;&#x2122;s theme, offering the most interested students the opportunity to become wellprepared for Aarhus Symposium. Throughout the evening, the audience is encouraged to take part in the discussion and challenge the leaders of today.

FOCUS

aarhus symposium focus 2016

DEMOGRAPHIC CHANGES

HOW WILL WE WORK, AGE, AND LIVE? Is the Danish economy powerless against changing demographics? Denmark is facing the power of demographics. Within the Danish economy, increasing longevity creates major challenges for the welfare system and the labour market. Outside the Danish borders, international demographic changes add further complexity to these issues. The Danish economy will inevitably have to adapt to these shifts in the demographic composition, but how?

ooking five years ahead, the generation entering the Danish labour force will be fewer than the retiring generation. This clearly puts pressure on Denmark’s fiscal situation. In fact, already by 2017, the Danish employment rate will, at its structural level, be problematic for businesses. Especially the potential shortage of skilled labour imposes a serious challenge to the growing Danish economy. What actions do business leaders need to take now to prepare for this shift in labour availability? How do legislators create the best conditions for future growth while addressing these demographic challenges? Nonetheless, these challenges cannot be fully contained within the Danish economy. Efforts to maintain a solid foundation for future growth

must also incorporate demographic shifts on an international level. High labour mobility across borders is central to this discussion, as labour markets are constantly altered by migration patterns. If Danish businesses are able to leverage the high mobility to secure an inflow of skilled labour, this may create new opportunities for growth. However, is the Danish welfare system flexible enough to cope with these structural changes – or is the power of changing demographics too strong? At Aarhus Symposium Focus 2016, we have invited three speakers within the field to elaborate on these important questions. From an economic perspective, they will elaborate on how we will work, age, and live in the future. We encourage you to join the discussion on October 31, 2016.

FROM BATTLE OF THE ECONOMISTS TO AARHUS SYMPOSIUM FOCUS The first Battle of the Economists took place on Monday in the week of Aarhus Symposium 2012. In 2016, Battle of the Economists changed name to “Aarhus Symposium Focus”, but what can you expect from Aarhus Symposium Focus in the years to come? Battle of the Economists originated from the wish to give the participants an economic perspective on the overall theme of Aarhus Symposium. The new name, Aarhus Symposium Focus, broadens the possibilities for the specific focus of the event, when it comes to choosing the most inspiring and relevant topic to discuss. But the general concept has not changed. Aarhus Symposium Focus will continue to have a national perspective and provide participants with current and inspirational insights in relation to the overall theme of Aarhus Symposium. This year, the event begins with each of the three speakers giving a individual presentation. The presentations are followed by a panel discussion between the speakers and a Q&A session, allowing the students to share their views on the theme and engage in a dialogue with the speakers. We look forward to welcoming you at the first Aarhus Symposium Focus on October 31, 2016. aarhus symposium

aarhus symposium focus 2016

Presenting THE SPEAKERS OF

aarhus symposium focus 2016 Allan lyngsø madsen CHief economist, Lo

Allan Lyngsø Madsen’s career started in the Economic Council, whose primary objective is to provide independent analysis and policy advice to Danish policymakers. Allan Lyngsø Madsen’s great interest in providing policymakers with economic counselling has served as a guiding star throughout his career. Before being appointed Chief Economist at LO, Allan Lyngsø Madsen held various positions at The Danish Metal Workers’ Union, Dansk Metal. Here, he served as the Head of Department for Labour Market Policy, actively advising policymakers based on research within labour economics. He later became the Chief Economist at Dansk Metal, a position he held for four years before joining LO in 2015. Allan Lyngsø Madsen holds a Master’s degree in Economics from Aarhus University.

TORBen tranæs

Executive Director of Research, SFI Torben Tranæs’s areas of research include labour market relations, migration and integration as well as welfare and income distribution in Denmark. Prior to joining SFI, Torben Tranæs served as the Director of Research at the Rockwool Foundation’s Research Unit from 2003 to 2015. Torben Tranæs’s excellent research and numerous publications have made him a very well-respected voice in economic debates in Denmark and internationally. Today, Torben Tranæs also serves as Co-Chairman in the Danish Economic Council. Torben Tranæs holds a Master’s degree and a PhD in Economics from The University of Copenhagen, where he has also been an Associate Professor for six years.

Troels bjerg

Regional CEO Northern Europe, ISS A/S Troels Bjerg has held various international positions at German Daimler AG before joining ISS in 2009. Today, Troels Bjerg is part of Executive Group Management at ISS, one of the world’s largest facility service companies, and the Regional CEO of more than 80,000 employees in Northern Europe. Among other positions, Troels Bjerg is a member of the Board of Directors at Ejner Hessel Holding A/S as well as a member of the Central Board at the Confederation of Danish Industry, DI. Troels Bjerg holds a Bachelor’s degree in Business Administration from Copenhagen Business School and a Master in Business Administration from IMD Business School in Switzerland. 29

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HIGHLIGHTS from AARHUS SYMPOSIUM 2015

INSights from mckinsey & company

Insights from McKinsey & Company, McKinsey Global Institute

Decoding leadership: What really matters New research suggests that the secret to developing effective leaders is to encourage four types of behavior.

elling CEOs these days that leadership drives performance is a bit like saying that oxygen is necessary to breathe. Over 90 percent of CEOs are already planning to increase investment in leadership development because they see it as the single most important humancapital issue their organizations face. And theyâ&#x20AC;&#x2122;re right to do so: earlier McKinsey research has consistently shown that good leadership is a critical part of organizational health, which is an important driver of shareholder returns. A big, unresolved issue is what sort of leadership behavior organizations should encourage. Is leadership so contextual that it defies standard definitions or development approaches? Should companies now concentrate their efforts on priorities such as role modeling, making decisions quickly, defining visions, and shaping leaders who are good at adapting? Should they stress the virtues of enthusiastic communication? In the absence of any academic or practitioner consensus on the answers, leadership-development programs address an extraordinary range of issues, which may help explain why only 43 percent of CEOs are confident that their training investments will bear fruit. Our most recent research, however, suggests that a small subset of leadership skills closely correlates with leadership success, particularly

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among frontline leaders. Using our own practical experience and searching the relevant academic literature, we came up with a comprehensive list of 20 distinct leadership traits. Next, we surveyed 189,000 people in 81 diverse organizations around the world to assess how frequently certain kinds of leadership behavior are applied within their organizations. Finally, we divided the sample into organizations whose leadership performance was strong (the top quartile of leadership effectiveness as measured by McKinsey's Organizational Health Index) and those that were weak (bottom quartile).

â&#x20AC;&#x153;

Should companies now concentrate their efforts on priorities such as role modeling, making decisions quickly, defining visions, and shaping leaders who are good at adapting?

What we found was that leaders in organizations with high-quality leadership teams typically displayed 4 of the 20 possible types of behavior; these 4, indeed, explained 89 percent of the variance between strong and weak organizations in terms of leadership effectiveness (exhibit).

INSights from mckinsey & company

Four kinds of behavior account for 89 percent of leadership effectiveness. • Solving problems effectively. The process that precedes decision making is problem solving, when information is gathered, analyzed, and considered. This is deceptively difficult to get right, yet it is a key input into decision making for major issues (such as M&A) as well as daily ones (such as how to handle a team dispute).

• Operating with a strong results orientation. Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results. Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.

• Seeking different perspectives. This trait is conspicuous in managers who monitor trends affecting organizations, grasp changes in the environment, encourage employees to contribute ideas that could improve performance, accurately differentiate between important and unimportant issues, and give the appropriate weight to stakeholder concerns. Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.

• Supporting others. Leaders who are supportive understand and sense how other people feel. By showing authenticity and a sincere interest in those around them, they build trust and inspire and help colleagues to overcome challenges. They intervene in group work to promote organizational efficiency, allaying unwarranted fears about external threats and preventing the energy of employees from dissipating into internal conflict. [See the full article with exhibit online at McKinsey Quarterly]

We're not saying that the centuries-old debate about what distinguishes great leaders is over or that context is unimportant. Experience shows that different business situations often require different styles of leadership. We do believe, however, that our research points to a kind of core leadership behavior that will be relevant to most companies today, notably on the front line. For organizations investing in the development of their future leaders, prioritizing these four areas is a good place to start.

About the authors Claudio Feser is a director in McKinsey’s Zürich office, Fernanda Mayol is an associate principal in the Rio de Janeiro office, and Ramesh Srinivasan is a director in the New York office. If you want additional views on leadership, go to http://www.mckinsey.com/quarterly for articles or http://www.mckinsey.dk under careers for information on internships and other career opportunities.

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ARLA NAVIGATING IN A WORLD OF GEOPOLITICS

Arla navigating in a world of geopolitics In recent years, unforeseeable geopolitical conflicts have had a significant effect on how global companies operate. We were privileged to meet up with Peder Tuborgh, CEO at Arla, who shared his stories on how Arla successfully navigates in a world of geopolitics.

The Cooperative Model Recently, Arla was challenged by the Russian export ban against all agricultural products in Europe causing the promising growth rate of more than 40 percent on the Russian market to fall dramatically. Yet, through a unique joint venture, Arla managed to keep its presence among the Russian consumers and to maintain a strong market position in the Russian market. Peder Tuborgh reflects upon Arla’s actions: “We were very lucky that just prior to the embargo, we went into a joint venture, and actually acquired a production platform. We used that production platform even though it has a much lower volume and scale.” Arla’s strategy on this matter shows that it is possible to be proactive and mitigate - or even harvest - the effect of unforeseen geopolitical conflicts. In addition, Peder Tuborgh points to a very important factor regarding Arla’s way of coping

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“

We were very lucky that just prior to the embargo, we went into a joint venture, and actually acquired a production platform. We used that platform even though it has a much lower volume and scale.

with geopolitical challenges: Arla’s cooperative ownership model. Arla is owned by 12,700 dairy farmers, who all take an active part in deciding how the company grows and develops. In a highly price volatile dairy market, it is a competitive advantage and a strong tool: “The cooperative model provides Arla with the opportunity to minimise the worst peaks and ensures a competitive position within the market for the benefit of both the farmers and the consumers.”

ARLA NAVIGATING IN A WORLD OF GEOPOLITICS

In 2005, Arla was hit by another geopolitical challenge. The Cartoon Crisis resulted in great export difficulties for Arla, as the entire Middle East decided to boycott Danish products. Peder Tuborgh recalls the incident as something irrepressible: “We were hit by something that had nothing to do with our business.” For 12 months, Arla sold no products, in large parts of the Middle East, causing a sharp income drop in the entire region. Yet, Arla managed to maintain their infrastructure and retain their 1,000 employees. As Peder Tuborgh explains, the goal was no longer to dispose of products but to sustain a strong brand: “The shelves in the stores were empty but we kept full forces in place, and this was costly. But we believed that if we worked hard on maintaining a strong brand, there would be a new opening for us.” And it worked. Today, the size of Arla in the Middle East has more than doubled compared to before the crisis.

Despite being hit by several powerful geopolitical challenges, Arla has proven to be a robust and resilient company. Persistence, proactiveness, and a strong ownership model are all essential and valuable assets in navigating in a world of geopolitics. A world that never stops changing. Each conflict is unique and therefore requires a unique strategy.

The shelves in the stores were empty but we kept full forces in place, and this was costly. But we believed that if we worked hard on maintaining a strong brand, there would be a new opening for us.

“

A Powerful Look Back

At our event, Power Up with Arla, on Friday, October 28, experts from Arla will share their experiences on how to navigate in a world of various complex power structures related to the theme of Aarhus Symposium 2016: “The Art of Power”. Participation in the event is exclusive and it is only possible to attend through Aarhus Symposium Challenge 2016.

Peder Tuborgh, CEO at ArlA

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You’re not just shaping our future. You’re shaping theirs.

Grow at Arla At Arla, we do so much more than make some of the world’s favourite dairy products. We make healthy taste delicious, mornings worth getting up for and family dinners unforgettable. Arla®, Castello® and Lurpak® – brands like these make us a vital, natural part of modern life in over 100 countries around the world. We are 7,500 Danish and 19,000 global employees at the heart of it. Every single one of us plays an important role and together we build on our 10bn Euros turnover and establish our position as one of the largest dairy companies in the world. To find out what part you can play, visit arla.com/career

PRESENTING THE PARTNERS OF AARHUS SYMPOSIUM 2016

MARKETING partner

kunde & co

Kunde & Co was founded by Jesper Kunde in 1988 and is today one of the leading marketing and advertising agencies in Northern Europe with offices in Zürich, Düsseldorf, and Copenhagen. The agency specialises in creating overall marketing and branding strategies for companies to align and strengthen their market positions. Kunde & Co is highly experienced in every facet of marketing. Under one roof, Kunde & Co combines marketing consultancy and creativity with in-depth specialised services in media strategy, dialogue marketing, digital communications, and more. Read more at: www.kunde.dk

In COLLABORATION With

Aarhus bss

Aarhus BSS ranks among the largest business schools in Europe and is the main supplier of highly skilled graduates to the Danish business sector. As a broad business school, we value interdisciplinarity and critical thinking while staying focused on developing and imparting the core academic disciplines within our scope. And we engage in dialogue with the business community and our students to make sure the content of our programmes answers demand. At Aarhus BSS, we push boundaries to produce graduates with attractive skill-sets that both they and their employers will profit from in the future.

Supporting Organisation

Finance And Consulting Club Aarhus (FACCA) Are you interested in improving your link to best-in-class companies and expanding your network while getting a sneak peek into your potential future career within finance or management consulting? Then visit FACCA.dk – membership is free and the only requirement is that you have completed your second semester of your bachelor’s degree. We look forward to welcoming you! Best regards, The Executive Board of FACCA

Follow facca online Facebook:

www.facebook.com/FinanceAndConsultingClubAarhus LinkedIn:

www.linkedin.com/company/facca

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PRESENTING THE PARTNERS OF AARHUS SYMPOSIUM 2016

Presenting THE PARTNERS OF

arhus symposium 2016 premium partners