Ingvar Kamprad
Ingvar Kamprad built IKEA around the cost of getting useful goods from a maker to a household. As a boy in Småland, Sweden, he sold small items and kept a customer list. He registered IKEA in 1943 at the age of 17. The name joined his initials with Elmtaryd, the family farm, and Agunnaryd, his home parish. Furniture entered the range in 1948 and became the main business. Low prices drew orders, but mail-order competition could make quality hard to judge. Kamprad and his colleagues opened a permanent showroom in Älmhult in 1953 so people could try the products. A purpose-built store followed in 1958. The business combined catalog reach with a place to see furniture in room settings. Kamprad’s aim was broader access to good home furnishings. He treated price, useful design, purchasing and distribution as parts of the same problem. A 1960 visit to Italian homes sharpened his concern about the gap between elegant furniture on display at a fair and what ordinary people could buy. IKEA’s growth also depended on colleagues, designers and suppliers; the company’s own museum presents it as a shared effort. His history includes a grave political failure. As a teenager, he became involved in nationalist and fascist movements. He later distanced himself and apologised several times, as IKEA Museum records. In 1976 he wrote The Testament of a Furniture Dealer to pass on IKEA’s aims and working methods as it grew. He left operational work in 1988 but continued as an adviser until late in his life. He died in January 2018. His legacy combines an influential system for affordable furniture with a personal past that must remain part of the record.
Contents
Career highlights
- 1943Registers IKEA on July 28, aged 17.
- 1948Adds furniture to IKEA’s mail-order offer.
- 1953Opens a permanent furniture showroom in Älmhult with colleague Sven Göte Hansson.
- 1958Opens the purpose-built Älmhult store on October 28.
- 1960Visits homes during a trip to a Milan trade fair, an experience he later linked to the aim of affordable design.
- 1976Writes The Testament of a Furniture Dealer to state IKEA’s aims and ways of working.
- 1988Leaves an operational role while continuing as a senior adviser.
- 2018Dies at home in Småland on January 27.
Lessons for founders
- Study the cost between the maker and the user. Kamprad questioned why a cheap factory item became expensive in a shop. Look at purchasing, handling and delivery before treating price as fixed.
- Let customers test the promise. The showroom gave mail-order buyers a way to judge comfort and quality. A low price needs visible proof of what the customer will receive.
- Visit the place where the product will be used. Kamprad’s visit to Italian homes revealed a gap that the trade fair did not show. A display can hide the needs of ordinary users.
- Design for an explicit cost as well as a use. The Testament links function and durability to an affordable price. Cost should be a design constraint, with quality fitted to the actual job.
- Write down the working choices behind a culture. Kamprad’s nine-point document addressed product range, costs, profit, focus and responsibility. Specific choices travel better than a founder’s presence.
- Keep trying after the system works. The Testament warns that a sense of completion leads to stagnation. Keep testing daily methods, while giving people the duty to correct their mistakes.
The Testament of a Furniture Dealer — nine principles, paraphrased
- Make the range express the company’s identity.Offer useful, durable home products at prices accessible to people with limited means.
- Keep the working culture alive.Show enthusiasm, help colleagues, take responsibility and let leaders develop the team.
- Use profit to fund the future.Earn enough to build resources while maintaining the low-price promise.
- Judge results against the resources used.Know a solution’s cost and avoid waste in small daily tasks as well as large projects.
- Keep routines and conduct simple.Plan enough to guide the work without letting rules and studies prevent action.
- Question the usual method.Ask why a job is done a certain way and test alternatives that improve it.
- Focus the company’s effort.Limit the range and concentrate on selected markets and tasks instead of attempting everything at once.
- Let people decide and accept responsibility.Support initiative at every level and allow mistakes that people correct.
- Treat improvement as unfinished work.Stay humble, use time well and continue to ask how tomorrow’s work can be better.
Read about them
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In their own words
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Sources
8
- IKEA Museum — Meet Ingvar Kamprad
- IKEA Museum — Maybe furniture?
- IKEA Museum — The first IKEA store
- IKEA Museum — Ingvar in Milan
- IKEA Museum — The Testament of a Furniture Dealer
- Ingvar Kamprad — The Testament of a Furniture Dealer
- Inter IKEA — Ingvar Kamprad has passed away
- HarperCollins — Leading by Design, licensed description