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In the words of Hans Stråberg: “Building an increasingly strong talent base with the right attitude and enthusiasm is one of our most effective competitive weapons. We need to attract, develop and retain top talent, which in turn will develop Electrolux. It is absolutely vital that we succeed in this.” Hans Stråberg is chief executive of the world’s largest producer of appliances and equipment for kitchen, cleaning and outdoor use, and one of the largest producers in the world of similar equipment for professional users. The company’s brands include AEG, Flymo, Frigidaire and Zanussi.

ELECTROLUX TURNS AN INTERNAL RESOURCE INTO A SYSTEMS HOUSE ‐ You may know that Electrolux is active in more than 40 countries, and that it is the world leader in white goods, vacuum cleaners and chainsaws and several other product areas. “One of the reasons for the considerable successes of the Electrolux Group is its ability continually to improve the efficiency of its production process”, says Tom Österholm, who is responsible for Electrolux Industrial Systems AB.

Not many people can say that they took the first steps in their HR career aged 12. This was the ageat which Sunita Malhotra, now HR director for the European sales and marketing function at Electrolux, first realized she wanted to do something to help people reach their full potential.

Workforce diversity is a reality and offers many benefits to business. Nevertheless, managing diversity poses numerous challenges. This case involves religious diversity, focusing on employers' legal duty to accommodate religious practices. In the case, the assembly line at Electrolux's Frigidaire plant in St. Cloud, Minnesota hummed with activity when suddenly a group of Somali workers walked off the line. The Somali employees were new immigrants and introduced cultural and religious customs which were for the most part unfamiliar to management. The employees were Muslim and left the work stations to observe sunset prayers, one of the five daily prayers central to the Islamic faith. The management dilemma presented in the case is balancing the demands of assembly line production with the religious requirements of Muslim workers in a legal and effective manner. There is a substantial epilogue detailing Electrolux response to the situation which can be used as the basis for further class discussion. To help guide this dialogue, a “mini-instructors manual” follows the epilogue.

First non‐ASEA company to install ASEA's IRB 1000 assembly robot is Electrolux, with a set‐up for assembling windscreen wiper drives. Jack Hollingum reports.

Corporations' emphasis on startup collaboration for corporate innovation has reached a new level in the context of digital transformation. The purpose of this paper is to examine three different models of corporate-startup collaboration and the models' effects on the case companies' capabilities for, and actual outcome in regards to their business transformations.

The theory and case studies on corporate-startup collaboration models are based on several years' empirical study on 30+ multi-national corporations in the Western world. Further, iterative literature reviews on digital and business transformation have been conducted, leading to the identification of two different, but complementing frameworks used to analyze each case's capabilities and outcome in regards to business transformation.

Collaboration with startups was found to positively affect the firms' business transformation. Further, the three-step analytical process is a valuable path to better understand, and improve, the cases' capability for, and outcome in regards to their business transformations.

The paper includes three case studies and a new process for analyzing their effects on capabilities for, and actual outcome in regards to business transformation. More research is needed, both on cases and on how to refine the analytical process.

The practical contributions from this paper are the in-depth description of the three operational cases, as well as insights on how each model's set up (approach) can affect both capabilities for, but also level of business transformation. As a result, a company might need a portfolio of different startup collaboration initiatives in order to manage a more holistic transformation of their business.

The paper's main theoretical and practical contributions are further knowledge on organizations and organizational practices for corporate-startup collaboration, as well as a three-step process for analyzing each case's effect on the respective firm's capabilities for, and actual outcome in regards to business transformation.

Looks at globalization in its broadest terms and in particular the author′s experiences with Electrolux as it faced the challenge of moving into the twenty‐first century. Examines in detail the company′s progress, through acquisitions, from the 1960s to the present day. Shows that the executive programme for middle managers aged 33‐43, is coming to fruition in many ways. The programme is multinational and multicultural. Electrolux intends to go on with the programme for the forseeable future, following its success.

It was in a bar in Cologne, Germany, on the night of February 4, 1986, that I first heard the rumor that my Cleveland‐based appliance company was the target of a takeover. The president and chief executive officer of White Consolidated Industries (WCI), my wife, and I were in the city to attend a trade fair. Just out seeing the sights, we were enjoying the jazz at this night spot where by chance we met two young men from the Swedish company, AB Electrolux.

Aligning key business processes to financial accounts enables companies such as Electrolux to improve both business and financial performance, explains Paul Hesselschwerdt, head of ODI Europe's measurement competency centre.