Poul Due Jensen (PDJ), the son of a Danish workhouse manager, had seen first-hand how harsh life can be. He understood early on that he needed to stand on his own two feet. After being orphaned aged 17, he worked as a machine operator, but soon founded his own water technology company, Grundfos Holding A/S, in 1944. He responded to a customer’s need for a high-quality water pump by designing and manufacturing something completely new. As the company grew and expanded, its competency as a technological innovator and a quality employer became apparent. These dual passions were mutually reinforcing. A broadly educated and incentivized workforce pushed the boundaries of what was possible in providing water solutions to customers worldwide. The growing realization of the impact Grundfos’ product line could have solidified the company’s foundational commitment to helping the world’s poor. Although the business was successful, PDJ – by now 63 – needed to think about the future. Of PDJ’s four children, his son Niels was technically inclined and had worked in different positions in the company. He was ready to assume more of a leadership role. After speaking with colleagues and advisors, PDJ considered whether to change the organizational form of Grundfos from a company to a commercial foundation. A company owned by a foundation has greater focus on its purpose rather than the interests of the founding family. PDJ had seen examples of firms in which the family retained a leadership role in the enterprise, albeit from a distance on the foundation board. And a minority shareholding, along with the accompanying dividends, was often held by the founder’s family. The foundation model seemed to hold real promise for Grundfos’ future, but with less family engagement, would the corporate culture remain durable and authentic? Would being free of potential business disagreements keep his family intact? And would Grundfos still be a “family business”?
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Did our predictions for 2024 come true, a turbulent election year, bitcoin and CBDC, COP29 and electric cars, China, EU integration and Euro football
Green and sustainability-linked bonds offer companies new funding to reach sustainability goals. Salvatore Cantale and Barry Gavin explain how to balance processes with outcomes to tap into a booming market.
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Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications