The Foreigners at the Top of LG
The once-stodgy Korean company has hired a team of Western managers to boost its image—and its profits
“It’sitting usually through debate that great ideas present itself,” says CEO Nam Jae-Hyun Kim
By Moon Ihlwan
LG Electronics Chief Executive Nam Yong and his corypheus marketing magistrate, Dermot Boden, had just wrapped up a rough strategy meeting. Tempers had flared—a rareness in a Korean gathering, to what consensus and “face” are paramount. After the meeting this autumn, Nam said: “You know, we argue a lot.” Boden was worried that he might have crossed a line that, as an Irishman working in Seoul, he hadn’t recognized. Nam soon afterward took a few steps, turned back toward Boden, and added: “Why don’t we chop logic more often?”
The mischance illustrates the cultural shift under practice at LG. The company, once among the most Korean of Korea’s chaebol, or conglomerates, is pushing to spot its management and become truly global. Boden is single of five Western veterans of IBM (IBM), Hewlett-Packard (HPQ), Procter & Gamble (PG), Unilever (UL), and elsewhere that Nam has lured into the executive suite. The foreigners now allure the part of a quarter of LG’s leadership and have taken over guide positions including purchasing, supply-chain management, and human resources.
Nam didn’t unavoidably intend to hire a bunch of back-talking cranks, but he knew LG needed make some change in.. The company’session Korean administration team had built an engineering powerhouse that excelled at manufacturing and selling good-quality, inexpensive TVs, cell phones, refrigerators, and scores of other products: Since 1976, when Nam started as a trainee in LG’s export department, sales had soared 300-fold, to $44 billion hold out year. And in many persons respects, LG has long been global: By last year, more than four-fifths of its revenues came from overseas, and nearly 60% of its manufacturing was outside Korea.
SETTING TRENDSBut by the time Nam took over the top job in January 2007, LG was coasting. It had become a top-five consumer-electronics player globally but had few hits. Nam believed the company needed to be a trendsetter if it wanted to prosper in the Digital Age. To shake things up, he asked headhunters to find top talent from multinationals worldwide, regardless of nationality. “It’s usually through debate that great ideas discover itself,” says the 59-year-old CEO.
The foreigners have been asked to standardize the hodgepodge of processes and systems that LG has developed around the world. Its purchasing, for instance, was done by four distinct vocation units and was split amidst factories and subsidiaries in 110 countries. “I’m like a transmitter, getting [2,000 purchasing officers] to work in concert to make capital music,” says Tom Linton, a 20-year veteran of IBM who joined LG as its leading chief procurement official in January. Nam says Linton’s efforts to reshape the purchasing system have already saved the company hundreds of millions of dollars.
LG’s supply chain was virtuous for the reason that chaotic. Didier Chenneveau, a Swiss who in March free HP to become LG’session chief supply-chain functionary, inherited more than 10 warehouse-management systems, five carriage operations, and four computer systems to warner the movement of parts and polished products. His goal is to merge them into a single global system by 2010. Until now, “a lot of things were driven by means of pure dedication and commitment of the people,” says Chenneveau.
The foreigners haven’t been entirely welcomed by Korean managers. “The biggest worry was the prospect of Western executives imposing a passage of thinking that might not work in our Confucian culture,” says marketing manager Choi Seung Hun. “The prospect of communicating with my boss in English gave me a headache,” adds Lee Kyo Weon, a purchasing manager. Both Choi and Lee, granting, say the newcomers have made an essay to build a bridge over the cultural gap; and it helps that an interpreter is always adhering hand.
Boden was the chief foreign change agent. A year ago, Nam hired the long practised of Pfizer (PFE) and Johnson & Johnson (JNJ) to withstand turn LG into a premium brand. The problem, Boden says, was that LG’s marketing was uninspiring. So he’s aiming to give the brand a in addition sophisticated image with high-end products such as a organic unit phone co-branded with fashion dwelling-place Prada and washers costing $1,500-plus. He’s also taking a more organized approach to marketing by hiring a single agency—London’s Bartle, Bogle, Hegarty—to handle advertising worldwide.
Early evidence suggests Nam’s globalizing push is paying off. Despite a drop in consumer spending in the wake of the Wall Street meltdown, analysts say LG should announcement record results this year. Its operating profit jumped 138%, to $2 billion, in the highest nine months of 2008 on sales of $36 billion, up 20%. It’s unclear, though, whether LG’s upmarket brand strategy will act in increasingly troubled times. “The big test be disposed be how LG copes with the risks posed by the global slowdown,” says Park Kyung Min, chief executive at fund manager Hangaram Investment Management.
Nam’s extraneous executives predict the company will prosper fair at the same time that the economy swamp-sickness. Nam, they say, is willing to spend what it force of will take to break into the top tier of global brands. In November, for instance, the house announced a five-year deal to plaster Formula 1 racetracks with the LG logo. Although it faculty of volition cost LG tens of millions of dollars annually (Boden declined to give details), he vows to press ahead. “We are making a statement,” Boden says, “equitable though things will be tough.”
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