IKEA Organizational Structure

About the company

Inter IKEA Group owns the IKEA brand, develops the product range and supplies it to the franchisees that operate the stores. It is a Dutch holding company run from Delft, ultimately owned by the Interogo Foundation in Liechtenstein, and it reported EUR 26.3 billion of revenues and EUR 1.496 billion of net income in FY2025, the year ended 31 August 2025, on an average of 25,971 full-time employees.

It is not the company most people mean by IKEA. The stores, the website and the restaurants are run by legally separate franchisees, by far the largest of which is Ingka Group — a different business under a different foundation, with its own chief executive and its own supervisory board. The wider franchise system employs well over 200,000 people against Inter IKEA's 26,000, and total IKEA retail sales worldwide were EUR 44.6 billion in FY2025 against the franchisor's EUR 26.3 billion of revenues.

That is what makes the structure worth reading rather than skimming. Almost every published IKEA org chart draws one of these two companies underneath the other, and none of them do that, because no such reporting line exists. The diagram here is the franchisor's own management team as of August 2026.

Inter IKEA Group organizational chart

Inter IKEA Group's reporting structure as of 2026-08. Drag to pan, scroll to zoom — or open it in QueryChart and edit it as your own.

Organized by stage of the value chain, not by market

The chart depicts Inter IKEA Holding B.V. and its subsidiaries. Two groups of people are deliberately absent from it. Ingka Group's executives are absent because Ingka is a franchisee: its link to Inter IKEA is a contract, not a management reporting line, and putting Juvencio Maeztu's team under Jakub Jankowski would be a factual error rather than a simplification. The Supervisory Board of Inter IKEA Holding B.V., chaired by Anders Dahlvig, is absent for the opposite reason — under the two-tier Dutch model it oversees the CEO rather than reports to him, so it belongs above the chart rather than in it.

Inside that boundary the organization is cut by stage of the value chain into three core businesses, each led by a Core Business Manager who sits on the CEO's management team. Range, run out of IKEA of Sweden AB, develops the products. Supply, spanning IKEA Supply AG and IKEA Industry AB, sources, manufactures, moves and wholesales them. Retail Concept, which is Inter IKEA Systems B.V. itself, owns and develops the IKEA Concept and licenses it to the franchisees. A product therefore passes through three named owners on its way from a sketch to a shop floor, and each handover is a handover between people who report to the same person.

The remaining five seats are group functions, and their titling is the most telling thing on the page. The three core-business heads are Managers rather than Presidents, EVPs or Chiefs, and People & Culture, Sustainability and Communication are Managers too; the only conventional executive titles at the top table are CFO/COO and General Counsel. That CFO/COO seat is unusually broad — Henrik Elm carries finance, digital, supply and operations across the whole value chain — which is why a company of this size has no CIO, CTO or Chief Digital Officer reporting to the chief executive at all.

The shape is recent and still moving. Inter IKEA Group took its present form in 2016, when it acquired the range, supply and industry businesses and became more than a franchisor. Jakub Jankowski became CEO on 1 January 2026, promoted out of IKEA Industry rather than from retail or finance. And in May 2026 the group announced a simplification removing roughly 850 positions worldwide, about 300 of them in Sweden, on the stated grounds that it had grown too complex and too fragmented — so the boundaries between the three core businesses may not sit exactly where this chart puts them by the time the programme finishes.

Key leadership roles

1. Jakub Jankowski

   Chief Executive Officer, Inter IKEA Group — Took the role on 1 January 2026, moving directly from Managing Director of IKEA Industry, the group's own manufacturing arm.

2. Henrik Elm

   CFO and COO — The broadest seat on the team: finance, digital, supply and operations across the whole IKEA value chain, which is why there is no separate technology seat.

3. Dennis Balslev

   Core Business Retail Concept Manager — Runs Inter IKEA Systems B.V., the entity that owns the IKEA Concept and franchises it worldwide.

4. Fredrika Inger

   Core Business Range Manager — Heads product development out of IKEA of Sweden AB. Her listing appeared in two of three retrievals of the official management page during research and should be re-verified against inter.ikea.com.

5. Susanne Waidzunas

   Core Business Supply Manager — Owns sourcing, manufacturing, transport and wholesale across IKEA Supply AG and IKEA Industry AB.

6. Hannah de Jong

   General Counsel

7. Jun Mi-Maltha

   People & Culture Manager

8. Lena Julle

   Sustainability Manager

9. Tina Kardum Funnemark

   Communication Manager

How this structure supports the business

Separating the concept from the shops lets IKEA enter a market without funding the stores itself while keeping the range and the format identical everywhere. The franchisee absorbs the local property, the local staff and the local operating risk; the franchisor keeps the one asset that has to stay the same in every country, and enforces it through a licence rather than through a chain of command.

Organizing the franchisor by value-chain stage is what makes the price engineering possible. When Range, Supply and Retail Concept all report to the same chief executive, the decision to redesign a product so it ships flat, or to move production to keep a price point, is taken inside one management team rather than negotiated between divisions with separate profit and loss statements. IKEA sets a retail price first and works backwards to a design and a factory, which only works if design, factory and concept share an owner.

Foundation ownership removes the quarterly cycle from all of it. With no listed equity and no external shareholders, multi-year price cuts, supply-chain rebuilds and store-format experiments are funded out of retained earnings, and the management team answers to a Supervisory Board on a strategy horizon rather than to an earnings call.

Advantages and disadvantages

Foundation ownership funds long-horizon investment out of retained earnings, with no activist investors and no quarterly guidance to defend.

It also removes the scrutiny a listed company faces: disclosure is voluntary, there is no proxy statement or say-on-pay, and executive accountability runs only to a Supervisory Board the ownership structure itself appoints.

Splitting brand ownership from retail operations keeps the IKEA Concept consistent across every market while letting each franchisee adapt range, pricing and format locally.

Strategic authority is genuinely split between two companies with no common boss, so system-wide change has to be negotiated rather than instructed, and accountability for a poor store experience is ambiguous — the franchisor sets the concept but does not run the shop.

One manager per stage of the value chain gives a product a single accountable owner at each handover from design through manufacture to the shop floor.

Three core businesses over a EUR 26 billion group means very wide spans of control, and cross-cutting capabilities — digital, e-commerce, marketing — have no seat of their own at the top table.

Flat Manager titling and a management team of nine keep the top forum small enough to meet and decide as a group rather than as a committee of committees.

Consensus scales badly. Management concluded in 2026 that the organization had become too complex and too fragmented, and removed around 850 roles specifically to lower cost and speed decisions up.

Interesting facts

• IKEA has no single organizational top. Inter IKEA Group sits under the Interogo Foundation and Ingka Group sits under Stichting INGKA Foundation, with no common parent, no common board and no reporting line between them — so any chart placing one under the other is wrong.
• Inter IKEA Group's management team is exactly nine people, and six of them carry the title Manager rather than President, EVP or Chief. The naming convention is the flat culture made visible in the org chart.
• There is no technology seat at the top of a EUR 26.3 billion company: digital is folded into the CFO/COO's remit alongside finance, supply and operations, so no CIO, CTO or Chief Digital Officer reports to the chief executive.
• The public record stops at the management team. Inter IKEA Group names no managing directors for IKEA of Sweden AB, IKEA Supply AG, IKEA Industry AB or Inter IKEA Systems B.V., which is why this chart is two levels deep rather than four.
• Governance is two-tier and Dutch: a Supervisory Board chaired by Anders Dahlvig approves strategy and budget and oversees the management team, which is why board members appear in no reporting chart of the company.
• In May 2026 the group announced the removal of roughly 850 positions worldwide, about 300 in Sweden, describing its own structure as having grown too complex and too fragmented — an unusually direct public diagnosis of an organization by the people running it.

Frequently asked questions

Is IKEA one company?

No. Inter IKEA Group owns the IKEA brand, develops the range and supplies it, and licenses the IKEA Concept to franchisees. The franchisees, of which Ingka Group is by far the largest, own and operate the stores. They are separate companies under separate foundations with separate boards, and neither reports to the other.

What is the difference between Inter IKEA Group and Ingka Group?

Inter IKEA Group is the franchisor: brand, range, supply and the IKEA Concept, with about 26,000 employees and EUR 26.3 billion of FY2025 revenues. Ingka Group is the largest franchisee and runs the majority of IKEA stores, employing several times as many people. Ingka pays Inter IKEA a franchise fee for the right to use the concept; it is a customer, not a subsidiary.

Who reports to the CEO of Inter IKEA Group?

Eight people, forming a nine-person management team with the CEO. Three Core Business Managers cover Retail Concept, Range and Supply; the other five are the CFO and COO, the General Counsel, and the People & Culture, Sustainability and Communication Managers. This chart shows that team as reported in August 2026.

Why does Inter IKEA Group have no CTO or Chief Digital Officer?

Because digital is inside the finance and operations seat rather than beside it. Henrik Elm is CFO and COO with responsibility for finance, digital, supply and operations across the value chain, so technology is represented at the top table through him rather than by a dedicated executive.

Can I edit this IKEA org chart?

Yes. Opening it makes an ordinary editable org chart in your own workspace, with the same columns and seniority bands you see here. It is a useful starting point if you are modelling a franchisor, a licensing group or any organization split by stage of a value chain rather than by market.

Use this org chart template

Open Inter IKEA Group's management structure as an editable org chart, then replace the names and core businesses with your own to model a franchisor or a value-chain organization.

Open this org chart as your own