Leadership • Finance
Jesper is founder of Audacious who provides trend interpretation, advise leaders to see and act on the changing business dynamics and engage in ventures with exponential potential.
Before Audacious, Jesper served as Head of Innovation in Deloitte Denmark where he simultaneously built and co-headed the Clients & Markets department. Jesper has prior experience within management consulting and M&A. He has been in the core team behind a number of Nordic and European carve-outs and restructuring and have worked and lived in London, Paris and the Nordics.
Jesper has chaired discussions with senior leaders and chairmen on the topic of radical innovation. Further, as part of Deloitte’s global retail industry group and assigned on various retail projects Jesper holds research and hands-on insight on the industry.
Jesper has a master degree in finance from Copenhagen Business School.
As a text book example of disruption, the conventional retail industry is in the eye of disruption as we speak.
Since the pioneer Michael Aldrich in 1979 designed the first form of ecommerce, various market analytics have cried “Wolf!” time and time again. Although growing exponentially, the timing of the predictions was not right. Met with disappointment, many led to disregard the continued growth of ecommerce and in turn the thread to the conventional retail industry.
However, in the early part of 2017 ecommerce reached the tipping point. It has gained not only volume – but just as importantly – the believe of the market. Consumers have adopted the convenience of technology which enables us to select – or be fed with tailored needs from around the globe. Whilst the closure of retail stores is accelerating, and investors are turning their back at conventional retail afraid of being “Amazon’ed” – the question is:
• What are the underlying market dynamics?
• What to expect from consumers?
• Which technologies enables the transformation ?
With an arm-length distance to the operation, most supervisory boards have stayed comfortably unchanged whilst change and disruption have made its what to the organisation.
However, is the corporate governance structure as we know it up for a shake up ?
Feedback from supervisory boards state that the boards are busier than ever.
Most industries are facing increased regulatory requirements as well as compliance related topics are on a rise across all sectors. As an immediate threat to the licence-to-operate and/or potential penalties, the topics call upon attention – which its gets on the cost of more hours and prioritised focus hereto.
As a consequence, an increased number of non-executives are worn out – and some give up.
The fluffy topic
At the same time a more “fluffy” – less defined and less visibly topic is growing at an even faster pace.
It’s the change of the business landscape – not only the change of the competitive landscape but the fundamental changes that technologies have brought to business- and society as whole. Our text books on business are being rewritten and new business models originate at a pace which is hard to grasp as a human with a legacy in business.
The changes can be threating not only in their magnitude of impact but especially combined with the speed at which they come. The impact is of strategic importance – even existential importance for companies, hence it should be an issue for the supervisory board to reach and apply relevant means and measures to stay adopt.
Preoccupied with other topics and bewildered on how to get the arms around the “unknown” – board members are seen focus on what known – some saying “I can see it’s coming, but I hope it’s not in my term”.
How does good look like ?
In this context the questions are:
• Is the current corporate governance structure up for change ?
• Who is to take action
• Where to start
In short – “how does good look like” for the future supervisory board ?