Stumbling around…

Because LLC

Lederhausen

obama

contributions

Summit speakers

Lederhausen

MD = $.40 billion

BCG pdf

Lederhausen

Swedish-American Entrepreneurial Days :: Chicago :: April 16-18, 2007 :: Program :: Speakers

Mats Lederhausen
Managing Director of McDonald’s Ventures, McDonald’s Corporation
Born in Stockholm, Mats Lederhausen received a Master’s degree from Stockholm School of Economics in 1988. He has served different positions within the Mc Donald’s Corporation; Vice President of Strategy and Business Development, President of the Business Development Group, which brought together Corporate Strategic Planning with Worldwide Menu Management, Worldwide Restaurant Development and the company’s R & D restaurant initiatives, as well as oversight of the Partner Brands. Lederhausen worked for The Boston Consulting Group in London from 1988 to 1990.

Buckmaster Annual Reports - McDonald’s 2002 10-K Report

       Mats Lederhausen, 39, is President of the Business Development Group, a position to which he was appointed in January 2003. From July 2001 to January 2003 he served as Executive Vice President of Strategy and Corporate Development; from December 2000 to July 2001 he served as Senior Vice President, Corporate Strategy; and from April 1999 to July 2000 he served as Vice President. Before joining McDonald’s corporate staff, Mr. Lederhausen was Managing Director and Joint-Venture Partner for Svenska McDonald’s Development AB, a subsidiary of the Company. He is no longer Managing Director and Joint-Venture Partner of that subsidiary. Mr. Lederhausen has been with the McDonald’s System for 18 years.

I want to see physical manifestations of spiritual intent. My greatest sense of spirituality or connectedness is when I’m with people who come together for a cause much larger than themselves and do great work. In fact, I probably prefer action with only partially good intentions over intentions only partially acted upon.

Quotes about Action

Mats Lederhausen, Managing Director, McDonald’s Ventures, McDonald’s Corporation President Business Development “…lays out for the first time why narrative and storytelling should be part of the mainstream of organizational and management thinking.” - Journal for Quality & Participation

Amazon.com: Storytelling in Organizations: Why Storytelling Is Transforming 21st Century Organizations and Management: John Seely Brown, Stephen Denning, Katalina Groh, Laurence Prusak: Books

Public Companies: Fortune 500 Companies Executives List

Fortune 500 Companies Executives List

Lederhausen

We provide access to the best thinking from notable authors, speakers, educators, researchers, and executives from around the world. While our primary function for our talent is to develop and fulfill commercial demand from corporations, associations, non-profits, and other buyers, we also address a wide range of individual needs, including advice on intellectual content, career development, and personal branding.

Monitor: Talent Network

Lederhausen

Mats Lederhausen whom we’ve talked about earlier in the program is actually one of the key players in this business of introducing better food into McDonald’s. His motives are deeply spiritual and social, he does care about raising the value of the food that McDonald’s makes but he can make his company come behind him and support this kind of initiative because the company sees Yes, indeed there is a way to make more money out of this. You’ve got to play to a company’s need to make profit because after all that’s why people are in business.

The Spirit of Things: 11 July  2004  - Want More $$$? Try Spiritual Capital

Buckmaster Annual Reports - McDonald’s 2002 10-K Report

       Mats Lederhausen, 39, is President of the Business Development Group, a position to which he was appointed in January 2003. From July 2001 to January 2003 he served as Executive Vice President of Strategy and Corporate Development; from December 2000 to July 2001 he served as Senior Vice President, Corporate Strategy; and from April 1999 to July 2000 he served as Vice President. Before joining McDonald’s corporate staff, Mr. Lederhausen was Managing Director and Joint-Venture Partner for Svenska McDonald’s Development AB, a subsidiary of the Company. He is no longer Managing Director and Joint-Venture Partner of that subsidiary. Mr. Lederhausen has been with the McDonald’s System for 18 years.

Buckmaster Annual Reports - McDonald’s 2002 10-K Report

       Mats Lederhausen, 39, is President of the Business Development Group, a position to which he was appointed in January 2003. From July 2001 to January 2003 he served as Executive Vice President of Strategy and Corporate Development; from December 2000 to July 2001 he served as Senior Vice President, Corporate Strategy; and from April 1999 to July 2000 he served as Vice President. Before joining McDonald’s corporate staff, Mr. Lederhausen was Managing Director and Joint-Venture Partner for Svenska McDonald’s Development AB, a subsidiary of the Company. He is no longer Managing Director and Joint-Venture Partner of that subsidiary. Mr. Lederhausen has been with the McDonald’s System for 18 years.

Creative Capitalism: Welcome to Creative Capitalism: A Conversation

So feel free to comment. You can start with the Gates speech, along with the transcript of a conversation we’ve recorded between Bill Gates and Warren Buffett. You’ll also find commentary on the speech from Michael Kinsley, William Easterly, Richard Posner, Gregory Clark, Ed Glaeser, Gary Becker, Steven Landsburg, Gregory Clark, Michael Kremer, Abhijit Banerjee, Mathew Bishop, a classic statement by Milton Friedman, and more. (For a list of others who have agreed to contribute to the project, click here.) And since we’ll be posting more in the days and weeks to come, please subscribe to our feed.

BeCause - The Power of Purpose - Investing
Our preferred investment criteria are:

1. BIG idea - if successful this business can grow at least 10x
2. Branded consumer facing businesses (retail is of particular interest)
3. Current business is EBITDA positive 
4. Year over year sales has been growing
5. Idea Owner (often founder) is still active and wants to remain active 
6. Few and uncomplicated shareholders relationships

The Natural Step has helped thousands of corporations and communities, educational facilities and governments develop blueprints toward sustainability. The Natural Step now has offices in 11 countries around the world.

Our Story | The Natural Step

Lederhausen
McDonald’s

Mats Lederhausen: You’ve Got to Hang in There

I believe wholeheartedly that a new form of capitalism is emerging. More stakeholders (customers, employees, shareholders, and the larger community) want their businesses to think, to act, to feel, and to be connected with a larger context. That is spirituality in action. And that is what I am about.”

Mats Lederhausen

I believe that my BCG experience helped me recognize the power of intellectual logic and the importance of recruiting the right talent, both of which have been crucial to my professional development. At BCG, I also learned about the art of critical thinking, and how best to structure solutions that have the highest potential for a successful implementation.

2008-08-19

Mats Lederhausen invests in ItrimMats Lederhausen, former Managing Director of Swedish McDonald’s and head of global strategy for the fast food chain is investing in stages up to SEK 30 million in Sweden’s leading exercise and weight loss chain Itrim.

Mats Lederhausen invests in Itrim - Weight Loss and Exercise - Itrim

JustMeans | Mats Lederhausen

Mats LederhausenManaging DirectorGreater Chicago Area

Mats Lederhausen - LinkedIn

Mats Lederhausen, director of New Ventures at McDonalds, at the IIT Institute of Design Strategy Conference, May 2005, Chicago.

Mats Lederhausen, McDonalds Corp New Ventures, 2005

video

How Online » HOW by Dov Seidman
Success no longer lies in what we do; how we do what we do now matters most. In a world where information flows and technology connects us instantly around the globe, the rules of the game for business today have changed dramatically.

HOW Online seeks to serve as a meeting place for business people interested in exploring how values-driven behavior can lead to competitive advantage. We aim to look at business through a new lens, examining how people and companies do what they do, how they are turning once soft concepts such as trust, reputation and culture into the hard currency of business.

How Online » HOW Online

How Online » Contributors

Mats Lederhausen

After many years as both a joint venture partner and senior executive of McDonald’s Corp. (where he played a key role in one of the most successful corporate turnarounds in recent history), Mats Lederhausen formed BE-CAUSE, a company focused on building businesses with a purpose bigger than their product. Mats also serves as Chairman of the Board of Business for Social Responsibility and on the board of trustees of Ronald McDonald House Charities. He was named one of Crain’s Chicago Business’ “40 under 40” to watch, and the World Economic Forum honored him as a “Global Leader of Tomorrow” in 2000.

No surprise there. Venue owners such as McDonald’s have to concentrate on selling burgers and fries, not Wi-Fi. “We’re not doing this to make money,” says Mats Lederhausen, president of McDonald’s business development group.

The Really, Really Messy Wi-Fi Revolution Silicon Valley needs wireless Internet to boom. But bringing it to the masses ain’t easy. - May 12, 2003

Mats Lederhausen formerly ran McDonald’s Sweden. He now works out of corporate headquarters in Oakbrook, Ill., where, as executive vice president for global strategy and business development, he argues that doing good is good business. “Smarter employees, smarter investors, and smarter customers–all choices being equal–are going to invest their time, energy, and money with companies that they trust and that they know do better things,” he declares. “We want the world to be a better place because of McDonald’s.”

But what about the food? Does selling burgers and fries make the world a better place, with obesity and heart disease near epidemic? Not according to Paul Hawken, founder of Smith & Hawken and author of two books on sustainability. “The question we have to ask,” Hawken says, “is, What is enough for McDonald’s? Does McDonald’s want to see the rest of the world drink the equivalent of 597 cans of soda pop a year, as do Americans? Do they think every third global meal should be comprised of greasy meat, fries, and caramelized sugar?”

Some people have gone so far as to say that McDonald’s would truly be socially responsible only by shutting down. “That really pisses me off, quite frankly,” Lederhausen replies. “You don’t attract 46 million customers daily by happenstance. You do it because you fill a need that is pretty strong and because your products are pretty damn good. I’m not saying there aren’t a lot of things we can do better. But, I mean, give us a break. We deserve a break today!”

He has a point. McDonald’s employs 1.5 million people worldwide. It offers healthy choices on the menu, and not just in Sweden. Its restaurants are no more guilty of selling fat than the earnest do-gooders at Ben & Jerry’s. But corporate social responsibility isn’t simple. In environmental terms, soy is a much more efficient way to make protein than beef–as the people at DuPont, who are big into soy, like to point out. Can selling burgers and soy both be socially responsible? Who gets to decide?

Tree Huggers, Soy Lovers, and Profits Some of America’s biggest corporations believe that the best way to make money is by saving the world. And guess what? They just might be right. - June 23, 2003

Shaun Holliday has finished his tour of duty at McDonald’s. After a week spent grilling, slinging fries, and, of course, supersizing, Holliday thinks he may have gotten to know the concerns of the restaurant managers he hopes will become eMac Digital’s first customers. Now he and his five employees have to develop the software that will integrate their customers’ purchasing, labor, and cash-flow systems so managers are free to spend more time where they belong–monitoring employees and assisting customers. Though McDonald’s restaurants will become the testing ground for these products, eMac eventually plans to market its products to other restaurants. Which is one of the reasons McDonald’s decided to pursue a carve-out rather than build the business internally. After all, why would Burger King ever buy software created by its archenemy? But more important, McDonald’s didn’t want its carve-out to distract the company from doing what it does best–sell hamburgers. “For 45 years, we have been busy perfecting a business model we are in love with,” says Mats Lederhausen, McDonald’s vice president of corporate strategy. “Any loss of focus from our McDonald’s business is just a stupid idea.”

May We Offer You Our Net Business? First came fear, then greed. Now, strategy drives the FORTUNE 500 into carve-outs. - March 5, 2001

one of Chipotle’s strongest supporters is Mats Lederhausen, who as managing director of McDonald’s Ventures straddles the world of traditional fast food and more contemporary outlets like Chipotle and Pret A Manger, a British sandwich chain that is also part-owned by McDonald’s. By e-mail, Lederhausen, a Chipotle director, told me that that he thinks the company’s values are vital to its success.

Chipotle, he says, is “one of the best examples in the marketplace of a business with deeper values, deeper meaning and ultimately deeper connections with their customer base, WITHOUT being pretentious, boring or finger pointing.”

“Any business that can define a purpose bigger than their product,” he says, “will outperform businesses that are just selling product.”

Plugged in: Can fast food be ‘good’ food? - Sep. 13, 2006

It’s part of a branding package that includes the store design, the humorous ads and the world music that plays inside.

Plugged in: Can fast food be ‘good’ food? - Sep. 13, 2006

Chipotle is growing by leaps and bounds, offering what its CEO calls ‘food with integrity,’ says Fortune’s Marc Gunther.

Plugged in: Can fast food be ‘good’ food? - Sep. 13, 2006

The promise of 360 communications

WPP - Getting Serious About 360 by Sue Elms

A world leader in marketing communications

WPP - Advertising, Marketing, Communication Services - Worldwide - WPP

Home | Hill & Knowlton

Dagens Media
Klart att inte staten ska äga spritmärket Absolut. Ägandet ökade knappast trovärdigheten i att hålla nere spritkonsumtionen, inte minst med Alkoholkommitténs tunga reklamkampanjer. Alltså, helt rätt att sälja Vin & Sprit till Pernod Ricard.

Prislappen, 55 miljarder, satt i relation till en årlig vinst på drygt 2 miljarder kronor, visar vilket ohyggligt starkt varumärke Vin & Sprit har lyckats bygga. Ja, där försvann ytterligare ett svenskt varumärke utomlands, suckas det i stugorna. Det går också att se det som att utveckling och försäljning av varumärken är en ny nationell basindustri där vi dyrt säljer märken som Skype, Volvo och Spray.

Vi ska hjälpa Baluba att marknadsföra Dansbandskampen och locka publik till den. Just nu blir det mest traditionella medier, men vi tittar på andra lösningar

Dagens Media

Procter & Gamble (Research) is already the nation’s largest consumer products company, making everything from Pampers to Tide, from Crest toothpaste to Head & Shoulders shampoo. Products from Gillette (Research) include not only its signature razors but also Duracell batteries and Braun and Oral-B brands dental care products.”This merger is going to create the greatest consumer products company in the world,” said billionaire investor Warren Buffett, whose Berkshire Hathaway (Research) is Gillette’s largest shareholder with 96 million shares, or about 9 percent of the company.

P&G to buy Gillette in $57B stock deal - Jan. 28, 2005

Kristin Chenoweth

“Pushing Daisies” (2007)

Olga Kurylenko