Leadership, Authenticity, and Responsibility in Challenging Times: A Conversation with Werner M. Bahlsen
In a recent conversation with Executive MBA participants and alumni on ESCP's Berlin Campus, Werner M. Bahlsen, long-time leader of the family-owned Bahlsen Group, shared compelling insights on leadership, organisational culture, and entrepreneurial responsibility.
His reflections drew on decades of experience in steering a traditional company through transformation while remaining rooted in values. Below are some the key takeaways from the event, the entirety of which can be streamed below on Spotify or watched on YouTube.
Leading with authencity and honesty
Bahlsen underscored the importance of authenticity in leadership. Recounting a pivotal moment in the company’s history, he described how a major restructuring - requiring a reduction of over 200 jobs at a production site site - was handled transparently and respectfully. Rather than outsourcing the process to external consultants, Bahlsen assembled an internal team to analyse operations using lean production methods inspired by the Japanese Kaizen approach.He personally communicated the difficult news to affected employees, focusing on clarity and honesty. His open communication style earned him respect and even applause, a testament to the trust built through authenticity. The process took several years, during which even those who knew they would be leaving remained committed until the end.
Building a sustainable culture
When asked about practical tools for leading people and fostering company culture, Bahlsen rejected the idea of “tricks”. Instead, he stressed the basics: listening carefully, being present, and showing consistency between words and actions. He emphasised that successful cultures are not built through slogans but through daily behaviour aligned with core values.
Responsibility beyond profit
In light of global conflicts and economic uncertainty, Bahlsen reflected on the broader responsibility entrepreneurs carry - not just for their businesses, but for the people behind them and for society as a whole. He framed entrepreneurial responsibility as both economic and civic. “We are all citizens,” he noted, urging leaders to stay engaged in public life, whether in sport, education, or political activity.Success without leaving others behind
Responding to a question about whether personal success requires leaving others behind, Bahlsen firmly rejected the notion. He argued that leadership means inspiring others to move forward as well. Success, in his view, should be measured by positive impact and the ability to motivate people across all areas of life - from teams to family.
Reinvestment and long-term thinking
On the topic of profits and reinvestment, Bahlsen shared his family company’s policy of retaining 75–85% of profits within the business to fund growth and innovation. He also spoke about smaller side projects, including support for food startups in Berlin through an initiative called "KitchenTown", which offers technical infrastructure to early-stage companies. Though not all these initiatives have been commercially successful, Bahlsen sees value in experimentation and long-term support for innovation.Werner Bahlsen’s leadership philosophy is rooted in values: authenticity, responsibility, and long-term thinking. In a time of volatility, his message is clear: business leaders must remain honest, engaged, and committed not only to results, but to people and society.
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