Stibo Systems’ parent may have been founded in 1794, but it is squarely focused on the future, and its CHRO, Russ Simpson, knows that “honoring tradition doesn’t mean standing still.”
Simpson, based in Atlanta, Georgia, talked with StrategicCHRO360 about how the company manages its various hubs, the role of tradition in leadership and why micromanagement is so deadly.
Stibo Systems is built on the foundation of Stibo Group, a Danish organization that’s been in operation since 1794. How do you foster a culture that honors that legacy while driving transformation, innovation and ambition across a global workforce?
Our legacy is one of longevity and trust, and while we’re incredibly proud of that heritage, we also know that honoring tradition doesn’t mean standing still. We’ve fostered a culture of constant reinvention—one that’s always asking: How can we do this better?
A turning point came just before the pandemic, when we moved away from a Denmark-centric structure and set up regional hubs. This wasn’t just about operational efficiency; it was a strategic move that prepared us for a future where teams would need to collaborate in a distributed way. When the pandemic hit, we were ready—we seamlessly transitioned to remote work because we had already built the foundation for a decentralized, empowered workforce.
We’re not interested in micromanaging talent. As Steve Jobs once said, “We hire smart people so they can tell us what to do.” That level of empowerment is core to how we operate. It’s what enables us to keep evolving as a company while staying grounded in the values that have defined Stibo Systems for over two centuries.
Your company is owned by the Stibo Foundation, and as such, you aren’t driven by short-term shareholder pressure. How does this ownership model influence how you motivate teams, lead cultural change and invest in your people?
Being foundation-owned gives us a rare advantage: We can take the long view, always. We’re not making decisions based on quarterly earnings—we’re focused on building sustainable value for our people, our customers and the business. That freedom allows us to invest meaningfully in talent development, well-being and culture in a way that many of our competitors simply can’t.
For example, we’ve built an internal brand around employee experience, from data-driven insights to wellness initiatives like “MindFUEL Day,” which give people space to recharge and grow. We’ve also leaned into emerging technologies like AI—rolling out Microsoft Copilot internally and creating dedicated spaces for employees to build skills and confidence.
Yes, we still face competitive pressures, especially when it comes to compensation. But our ability to make deliberate, values-driven decisions—whether it’s how we engage customers or how we develop talent—sets us apart. At the end of the day, our success is rooted in strong relationships, and our ownership model reinforces that every step of the way.
From your perspective, what does transformational leadership look like in practice, especially in a company where tradition and innovation must move in step?
Transformational leadership starts with people leaders—they’re the catalysts who carry the culture, model our values and multiply impact across teams. At Stibo Systems, we’ve worked hard to create a leadership environment where tradition and innovation can coexist. That means honoring the strength of our Danish roots while also embracing the diversity and dynamism of our regional teams.
Each location has its own subculture, and rather than standardizing everything, we’ve built a system where local identity is celebrated and aligned with our global vision. We often say, think globally, act locally—and our leaders bring that to life every day.
It’s not just about driving performance, it’s about creating the conditions for collaboration, inclusion and experimentation. The most effective leaders here are the ones who ask, “What if?” and “Why not?”—and who inspire others to do the same.
What advice would you give other CHROs leading organizations through continuous reinvention—not just through systems, but through mindset, culture and values?
My advice is to start with your people leaders—they’re the linchpin of cultural transformation. They shape how values are lived day to day, how teams collaborate and how individuals grow. Reinvention isn’t just about introducing new systems. It’s quite simple—it’s about creating an environment where people feel empowered to adapt, experiment and lead.
That’s especially critical in hybrid or distributed settings, where inclusion and connection take more intentional effort. Leadership development needs to be anchored in values that align with where the company is going, not just where it’s been.
For organizations with a long history, like ours, it’s also about staying relentlessly focused on relevance. Complacency is the real risk factor. Over the years, we’ve moved from print catalogs to CD-ROMS to digital platforms, and today, we continue evolving to meet our customers’ needs for clean, reliable data. If you build and foster a culture that values curiosity, agility and purpose, you’ll always find ways to stay relevant, no matter how the world changes.
