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    Marcus Wallenberg

    January 12, 2023 • by Jean-François Manzoni in CEO Dialogue podcast series • Podcast availablePodcast available

    Marcus Wallenberg, chairman of the eponymous family holding company, explains the importance taking the long view, while maintaining an acute focus on the present....

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    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, says that working for the benefit of his native Sweden is still so important.

    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.

    In a conversation with IMD President Jean-François Manzoni, Wallenberg explains the importance taking the long view to facilitate innovation, while balancing that with an acute focus on the present.

    Authors

    Jean-François Manzoni

    Professor of Leadership, Organizational Development and Corporate Governance

    Jean-François Manzoni (JFM) is Professor of Leadership, Organizational Development and Corporate Governance at IMD, where he served as President and Nestlé Professor from 2017 to 2024. His research, teaching, and consulting activities are focused on leadership, the development of high-performance organizations and corporate governance. In recent years JFM has also been increasingly focused on finding ways to ensure leadership development interventions have lasting impact, particularly through the use of technology-mediated approaches, and on closing the growing managerial “knowing-doing gap”, i.e., the gap between what managers kind of know they should be doing and the extent to which they actually behave that way in practice.

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