Vita-Mix Corp.’s roots began in 1937, when William G. “Papa” Barnard started selling kitchen products as a believer in whole-food nutrition. By 1949, Barnard was already branding Vitamix as an industry pioneer and innovator by marketing his blender through television with one of the earliest known infomercials.
Today, Barnard’s great-granddaughter Jodi Berg runs the company as its fourth generation president and CEO, and Vitamix has become a global brand.
Smart Business sat down with Berg, the EY Entrepreneur Of The Year® 2014 National Family Business Award winner, to discuss Vitamix’s legacy as well as the new chapters she’s writing for future generations.
SBN: What are some of the keys to the successful generational transitions through your family — from your great-grandfather to your grandfather to your father to you?
JB: We have three keys to our successful generational transitions. First, we all share a common set of values. Second, we’ve aligned on the ‘why’ we do what we do while still being open to allowing the next generation to determine the ‘what’ and the ‘how.’
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Third, we have a purpose that is now our company vision statement and has transcended the generations. The reason we exist as a company is to improve the vitality of people’s lives and liberate the world from conventional food and beverage boundaries. When I was asked to take the lead at Vitamix, it was because my father and the board of directors realized I was passionate about this purpose. In fact, my vision for how we could achieve it was bigger than what my father had even envisioned.
SBN: How has each of these generations left its imprint — and impact — on Vitamix’s legacy?
JB: We have not only identified the imprint each generation has had, we also infused their legacy into a set of eight words that our employees refer to when sharing our company history. These same eight words encompass the most precious jewels of learning we have acquired over the past nine decades, and they’re still foundational to our future success:
1st Generation: Great-grandpa William G. “Papa” Barnard
Persevere — Unwavering commitment to succeed.
Exceed — Value that’s ALWAYS greater than the price.
Vitalize — Commitment to healthy living.
2nd Generation: Grandpa Bill Barnard
Envision — Innovation with purpose
Serve — Sincere desire to help.
3rd Generation: Grover Barnard and John Barnard
Lead — Unrivaled performance.
Impact — Effect of every decision and action.
4th Generation: My generation
Inspire — A growing worldwide movement.
SBN: In what ways are you preserving the family business legacy in your role as fourth-generation leader?
JB: We strongly believe in creating our future and embracing our past so preserving the legacy is of utmost importance. We used the Appreciative Inquiry process developed at Case Western Reserve University to articulate the vision, mission, values and guiding principles that already existed in the hearts, minds and spirit of our employees, customers, suppliers, community and multigenerational family members. All of these elements define what we do, why we do it and how we do it. We have incorporated these essential ingredients into everything we do from selecting new employees to performance reviews, recognition and even decision-making.
As the number of generations increases, so does the number of family members involved. Because family is invested emotionally, we are committed to staying connected so we can experience a personal connection with the rich history and legacy that is now ours to steward into the next generation.
SBN: What are some of the bigger challenges you face as CEO that your father didn’t?
JB: My family passionately believed in the health benefits of whole food for decades when there was a big push toward processed and fast food. They never gave up on their pursuit toward helping the world understand that ‘health is wealth,’ as my great-grandfather used to say.
In 2003-04, when I was overseeing our household division, I realized there was a shift toward healthy, whole food and people realizing that they did not have to be victims of their ancestors’ health challenges. Because of this foundation of an uncompromising commitment to making the world a healthier place, I was able to fuel the movement toward whole-food health, helping to make it a permanent change vs. a short-lived fad. Our machines are tools that make eating whole food not only delicious and easy but also fun. Our customers are ecstatic and bursting over with the desire to tell the world. I simply had to give our raving fans a chance to tell their story and broadcast it through a megaphone called social media.
When my dad was ready to retire, I had already been with the company for a few years and was overflowing with passion for the product, the culture and the possibilities. I was the only one who did not realize that I was ready to take the reins.
We do not yet have anyone in the next generation who has committed to this company in that way. They are still spreading their wings and making their mark outside of the company, so succession planning is a bit more complicated. We are also significantly bigger. The family has decided that the next leader of Vitamix does not have to be a blood relative, but the person does need to have Vitamix blood pumping through his or her veins.
SBN: How should family business owners think about balancing family vs. business for the long-term interest of the organization?
JB: As I mentioned, we decided quite a while ago that we would be a company for the benefit of all stakeholders, and not just a company that exists for the sole benefit of the family. Being in our fourth generation, we are what is often referred to as a ‘cousin consortium.’ It can be a bit complicated. We have committed to being an organization rooted in our values for the benefit of customers, employees, vendors, agents, community and owners. Family can wear one or more of these hats. We have drawn lines to separate the roles of ownership, leadership, employment, vendor and family.
How to reach: Vita-Mix Corp., (800) 848-2649 www.vitamix.com
