The A-Z of Per Magnusson

Ever wondered how our CXOs handle stress during tough times? Curious about their go-to strategies for staying motivated? Or perhaps you’ve always wanted to know what hobbies keep them busy outside of work? If you’re thinking "Yes!", then come along to discover our CXOs in turn. In this issue, the spotlight falls on Group CEO Per Magnusson, who was interviewed at the CXO Townhall Meeting on Mar 7, 2025. The Mackerel reproduces some of the burning questions directed to him here. 

Q. Can you share a moment in your career or personal life that unexpectedly brought you immense joy?

A. The obvious moment is seeing your kids for the first time, but more recently I would say when our family last summer was out on a remote island in Sweden with no others – except some birds – around and we had our grill on the cliffs, preparing some steaks in the evening summer breeze. Then you realise how beautiful this world can be.

Q. In situations where influencing peers is critical, how do you navigate varying personalities to ensure alignment and progress?

A. “Influencing” sounds as if we want to convince someone against logic or their wish. Not sure that is always a good idea – especially since the other person might have knowledge that you do not have. I believe that if two intelligent people share the same set of information and goals, they will come to the same conclusion. Hence, listening to understand each other’s positions and clarify the facts usually makes the decision unanimous. The process of getting there is likely to make both parties wiser.

Q. How do you maintain the delicate balance between being firm in decision-making and staying compassionate, without appearing biased?

A. An important and difficult question. As a manager it is not possible to always make decisions or give information that pleases others. But what is possible is to make decisions based on a thorough analysis of all facts – including that we are all humans with our own needs and wants – and then work hard to communicate the reasons for your decisions. This will perhaps not always be liked, but it will usually be respected. It is also important to remember that we all have biases. The most dangerous bias is the bias you are not aware of yourself. Therefore it is vital that we base our decisions on facts as much as possible and that we challenge our decisions from various angles.

Q. Given the current global uncertainties, such as resource scarcity, economic fluctuations, and geopolitical tensions, how do you guide the Group to navigate these complexities and remain resilient?

A. Indeed there are global uncertainties. However, there always will be. At Jebsen & Jessen we are fortunate to have a very strong foundation of businesses and people and we do not crumble even if the world is shaking heavily. The investments we’ve made during decades in systems, processes and people make us very resilient indeed. The diversification we have in our businesses both in terms of what we do and where we do it is a great shield against crises. Back that up with a strong corporate platform and balance sheet, and we can handle any hurricanes coming our way. Having said that, we shall never be complacent. Past success does not guarantee future greatness and we must continuously strive to become better. One of the greatest dangers in business is to believe that you are the best as that might blind you from seeing what is coming towards you.