Why everything still goes through you (and how IKEA solved this problem on a personal level)

Småland, Southern Sweden, 1943.

A 17-year-old boy resells matches bought wholesale in Stockholm. The village is poor. The winters are harsh.

Between 1850 and 1920, a third of the Swedish population emigrated to America. In some parishes of Småland, this figure rose to 80%.

Those who remain learn to make do with what they have. Nothing is lost and everything is reflected upon.

That same year, a young man, Ingvar Kamprad, registered his company: IKEA.

80 years later, IKEA employs 230,000 people in 60 countries.

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The problem that most founders ignore

You think your problem is recruitment, delegation, or lack of time. And you tell yourself, that's why you're the bottleneck in your company.

In reality, your real problem is this:

Your company culture exists, but it lives only in your head.

Until it is documented, shared, transmitted and embodied in your systems, it remains unclear to your team.

And IKEA understood that very early on.

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What IKEA did differently

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1. They named what was invisible

In 1976, as the company was growing rapidly and becoming international, Ingvar Kamprad wrote “The Testament of a Furniture Merchant” .

An internal document that states clearly and explicitly:

• What matters
• How do we think
• Why do we act like this?

8 key values: Togetherness. Cost-consciousness. Simplicity. Renew and improve. Different with a meaning. Give and take responsibility. Lead by example. Caring for people and planet.

2. They have integrated culture into recruitment

At IKEA, 50% of the annual evaluation focuses on behavior , not just results.

During recruitment, alignment with values ​​is assessed first. Experience comes second.

As their CHRO, Ulrika Biesèrt, says:

“If you do not share our values, you are not the right profile.”

It's a radical approach because a good salesperson who doesn't share your values ​​won't help your business grow. They create internal friction.

3. They created a cultural onboarding system

When IKEA had to massively recruit tech and AI profiles, they ended up with competent people… but culturally disconnected.

Their solution?

Peter Kamprad, son of the founder, organizes sessions in his father's summer house to pass on the history and values ​​of the company.

As a result, newcomers understand where the way things are done comes from , not just what is expected of them.

4. They gave clear permissions

The “banana card”, signed by the CEO, gives a manager the right to take a risk. If it fails, the card serves as a safety net.

It's a decision-making tool because in a strong culture, it's not enough to say "be bold." You have to give explicit permissions.

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The Invisible Teaching

IKEA does not scale thanks to its culture of frugality, simplicity or togetherness.

They understood that culture is not what you say it is. It is what your systems impose.

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How to apply this in your box

You need clarity on 3 things:

1. Identify your 3 to 5 non-negotiable principles

Ask yourself this question:

“In the last 10 major decisions I’ve made, what guided my choice?”

Possible examples:

• “We always prioritize long-term relationships with clients.”
• “We never compromise on delivery quality, even if it costs more.”
• “We test quickly rather than plan perfectly”

List a maximum of 3 to 5 principles.

And most importantly: give a concrete example for each one.

Not just the principle. The operational translation.

2. Create a shared reference document

It could be:

• A page of concepts
• A Google Doc
• A 2-page PDF

The important thing is that it is:

• Accessible to all
• Short and readable
• Updated regularly

IKEA calls it “The Testament”.

You can call it “Our Way of Deciding” or “What Really Matters at [Your Company Name]”.

3. Incorporate these principles into your existing rituals

You don't need to create new processes.

Use your current rituals:

In a team meeting:

• When a decision is made, explicitly state the principle that guided the choice.
• “We chose this option because in our company, we always prioritize [principle X].”

In 1-1:

• Ask your colleagues: “If you had to make the decision alone, what would you have done?”
• Then explain your reasoning. Not to correct. To convey.

Currently recruiting:

• Test the alignment with your principles BEFORE the skills.
• Ask questions like: “Tell me about a time when you had to choose between speed and perfection. How did you decide?”

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The ultimate test: the 4-week question

Here's how to tell if your culture is explicit or implicit:

If you were to leave for 4 weeks tomorrow, would your team make the same decisions as you?

If the answer is no, then your principles only exist in your head.

And as long as they remain there, you will be indispensable.

IKEA understood one simple thing:

You don't scale by recruiting more. You scale by teaching better.

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Cheers! See you next week.

Aurélie

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