In a bold move to foster creativity and growth, IKEA CEO Jesper Brodin is encouraging employees to embrace failure as a key part of the innovation process. Speaking at a recent company event, Brodin emphasized that taking risks—and occasionally stumbling—is essential for IKEA to stay ahead in a fast-changing retail landscape. This shift in mindset, he argues, will drive the Swedish furniture giant to adapt, experiment, and deliver groundbreaking solutions for customers worldwide.
A Culture of Risk-Taking
Brodin’s message marks a departure from traditional corporate caution. “We need to give ourselves permission to fail,” he told employees, acknowledging that fear of mistakes often stifles bold ideas. He believes innovation—whether in sustainable design, digital tools, or new store formats—requires a willingness to test uncharted waters. By reframing failure as a learning opportunity, Brodin aims to empower IKEA’s 160,000-plus workers to think creatively without the pressure of perfection.
This approach aligns with IKEA’s history of disruption, from flat-pack furniture to affordable, eco-friendly products. Brodin highlighted past successes born from trial and error, like the company’s push into modular designs and circular economy initiatives, which encourage recycling and reusing materials.
Why Now?
The retail sector is under intense pressure. E-commerce giants, supply chain challenges, and rising consumer demand for sustainability and affordability are forcing companies to rethink their strategies. IKEA, already a leader in low-cost, stylish home goods, wants to stay nimble. Brodin sees experimentation as the key to tackling issues like climate change—IKEA aims to be climate-positive by 2030—and meeting the needs of a digital-savvy, value-driven customer base.
Brodin also noted the pace of change in technology, pointing to IKEA’s investments in augmented reality apps and online shopping platforms. “Not every idea will work,” he admitted, “but the ones that do could transform how we live.”
Empowering Employees
To make this vision real, Brodin is pushing for a cultural shift. He’s encouraging teams to pitch bold concepts, test prototypes, and learn from setbacks without fear of repercussions. Leadership is backing this with resources—training programs, innovation labs, and time for creative projects. The goal is to break down silos and inspire collaboration across IKEA’s design, production, and retail arms.
Workers have responded positively, with some already sharing early-stage ideas for sustainable packaging and smaller, urban-friendly store formats. Brodin stressed that failure won’t be punished, but inaction might be. “If we’re not failing, we’re not trying hard enough,” he said.
The Bigger Picture
Experts see Brodin’s stance as part of a broader trend. Companies like Google and Amazon have long embraced “fail fast” philosophies, using rapid experimentation to fuel growth. For IKEA, this could mean new products, smarter supply chains, or even reimagined customer experiences. But risks remain: failed experiments can cost time and money, and not all employees may feel safe taking chances in practice.
Still, Brodin’s bet is clear—innovation thrives in an environment where failure is a step, not a stop. As IKEA navigates a dynamic global market, giving workers permission to fail might just be the key to building a bolder, more resilient future.