259 Kasper Mejlvang, President Novo Nordisk Pharma Japan

 “Most of any leader’s job is change management—setting a
vision people buy into and aligning them behind it.”


 “I view the organisation as an inverted triangle—the
frontline is at the top, and we serve them.”


“You should be most concerned when your performance board is all
green. Red means there’s something to learn.”


“Trust in Japan isn’t optional—it’s the foundation of everything,
and it can’t be rushed.”


“Leadership isn’t about a role or title—it’s about helping others
grow and succeed around a shared purpose.”


Previously Kasper was General Manager, Novo Nordisk Denmark &
Iceland; Corporate Vice President DFP Manufacturing Development;
Corporate Vice President Novo Nordisk Production S.A.S.; Vice
President Aseptic Production; Corporate Vice President Global
Support; Corporate Vice-President Insulin Manufacturing;
Corporate Vice-President CMC Support R&D.  He has an
Executive MBA from IMD;  an MSc Psychology from Kobenhavns
Universitet-University of Copenhagen and an MSc Management from
the University of Bath.


Kasper’s leadership journey reflects a blend of purpose-driven
conviction and operational adaptability. Beginning as a
psychologist, his career at Novo Nordisk has spanned over two
decades and included transitions from HR to manufacturing,
R&D, and commercial operations. This multidimensional path
helped him develop a leadership style that balances strategic
thinking with deep human insight. He views leadership not as a
formal mandate but as the ability to rally people around a shared
purpose and help them succeed collectively.


Kasper sees change management as the cornerstone of leadership.
For him, setting a compelling vision, aligning people behind it,
and then designing an organisation that can execute effectively
are vital. He believes a leader must master both the financial
and human elements of business—but often, the human side is
overlooked. His training in psychology gives him a significant
advantage in navigating complex interpersonal dynamics and
building engagement.


In Japan, Kasper encountered leadership challenges and cultural
nuances that required adaptation. He was pleasantly surprised to
find Japan’s corporate culture less hierarchical than expected,
describing it as “middle-up-down,” where middle management plays
an essential role in shaping and executing strategy. However, he
found consensus-building mechanisms like nemawashi both
a strength and a barrier—excellent for execution but often
limiting for rapid innovation.


To counter these constraints, Kasper has implemented informal
listening tours, smaller discussion forums, and ambassador-driven
strategy sessions to surface ideas from the front line. He
emphasises purpose as the unifying force. By focusing on
“creating healthy longevity” for patients, he finds alignment
across departments and geographies. His model places the
front-line staff at the top of an inverted triangle, with
leadership tasked with removing barriers to their success.


Kasper is acutely aware of the barriers to innovation in Japan’s
risk-averse culture. He aims to create psychological safety,
promote entrepreneurial thinking, and reward experimentation even
when outcomes fall short. His own career setbacks are a source of
learning, and he values candidates who can reflect on failures
more than those who only tout success.


Trust-building is another pillar of his approach. Recognising
Japan’s emphasis on relationships, he actively invests time in
social engagement with staff, learns Japanese to demonstrate
commitment, and adapts expectations to fit the local environment.
He is cautious about imposing quick changes, preferring to spend
time understanding needs before charting a strategic course.


Culturally, Kasper navigates between Novo Nordisk’s global values
and the diversity within Japan. He resists overgeneralising
Japanese culture, choosing instead to cultivate subcultures
within the organisation that reflect future needs. He also aligns
his leadership team with these values, making adjustments where
necessary to drive cohesion and performance.


Ultimately, Kasper defines leadership as helping others grow and
succeed. It’s not about authority, but about creating a shared
direction and empowering people to reach it. This people-centred
philosophy, combined with strategic acuity and cultural humility,
is what he believes drives sustainable success.