Creating traction and generating growth were (not very surprisingly) at the top of Jais’ first-year-as-CEO to-do list. Given the size of Danish Crown, Jais and his team have worked both top-down and bottom-up in the processes of setting a new direction, building on the DNA of the company. “From a top-down perspective, I have spent a lot of time on the board and senior management level during this year, which has been brilliant in order for me to build relations and get commitment to the direction, but it has also been a big learning experience for me. We have discussed our portfolio and organisational structure, and we have looked into which success factors are relevant to a company like ours. This has opened up for both internal and external benchmarking”, Jais explains and elaborates, “simultaneously, we have worked bottom-up by having our local business units define their own aspirations and execution plans based on a unit-specific top-down challenge. This has led to clear deliverables, which are owned by the local teams and not by me as the new CEO. It’s been a really strong process, but also a huge undertaking”.
During the strategy process, Jais and his management team have utilised the terminology of a four-wheel drive, referring to the rear wheels as the upstream