Ingvar Kampradi: Wealthy Man, Frugal Man, Entrepreneur Extraordinair

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Introduction Ingvar Kamprad, Swedish born citizen and founder and former CEO of Ingvar Kamprad Elmtaryd and Agunnaryd or better known as IKEA. Kamprad created a one of a kind furniture company that has become the largest furniture store in the world. The uniqueness is because they company specializes in everything being able to be broken down and shipped, “from furniture to the now famous mobile kitchens- could be packed in flat, stackable boxes (Nelson and Quick, 2011-438)”. His way of running the company is based on creativity, hard work and being frugal in his own life as well as the way he runs his company. So frugal that when employees travel they must share hotel rooms, a policy not carried in any major company. The…show more content…
Continuing his innovative efforts so the company can be one of a kind and cater to the people and through all his personal problems and personal achievements the company was always placed at the top of the list; “he likes to say that IKEA is his fourth child (Nelson and Quick, 2011-438).” 2. Kamprad encouraged a level of followership that has made IKEA a unique company. This followership that he created makes people want to work for IKEA and create new ideas. His philosophies are exceptional and out of the box; his claims of “we dare to do it a different way (Nelson and Quick, 2011-438)” Kamprad says about IKEA. The way he created IKEA and the way he makes sure the company draws people into being involved. People not only want to shop at his stores, but they want to be a part of the company anyway they can. 3. Kamprad does not want his employees to be sheep or yes men but effective active followers that are independent critical thinkers. Some of Kamprad’s leadership characteristics are “directive, supportive, participative and achievement oriented (Nelson and Quick, 2011- 413).” According to the leadership grid Kamprad is deep in the 9, 1 quadrant which is “Authority-Compliance management: efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree (Nelson and Quick, 2011- 409).” 4.

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