As Samsung Electronics steps up efforts to bring in high-profile external executives, industry watchers say the company’s longstanding hierarchical culture and rigid decision-making structure could hinder the success of these hires.
The tech giant recently announced the appointment of Mauro Porcini, former Chief Design Officer (CDO) at PepsiCo, as Samsung’s first-ever President and CDO. It also tapped Sophia Hwang-Judiesch, former President of Tommy Hilfiger North America, as Executive Vice President of Retail Strategy. Both are expected to assume their new roles as early as the first half of this year.
The appointments underscore Samsung’s attempt to break with its traditionally insular leadership pipeline and respond to growing global competition in design and retail strategy.
Porcini, who previously led design at Philips, 3M, and PepsiCo, will oversee design strategies for Samsung’s home appliances and TV business. His appointment marks the first C-suite hire from outside the company since Samsung Chairman Lee Jae-yong told executives in March to recruit “top-tier talent regardless of nationality or gender” and emphasized the need for more flexible hiring practices.
Samsung’s bet on external talent to drive innovation may be undermined by its tightly knit internal culture, insiders warn. “There’s still a strong in-group culture among Samsung’s cohort of long-time employees hired through open recruitment,” said a senior Samsung executive who declined to be named due to the sensitivity of the matter.
Samsung’s track record with external hires has been mixed. In 2011, the company brought in renowned designer Chris Bangle, formerly of BMW, to help revamp its home appliances. Despite his reputation, Bangle’s design proposals reportedly struggled to gain internal buy-in and remained limited to niche markets like North America. He left after his three-year contract ended. He has since gained renewed attention for leading the design of Xiaomi’s electric vehicles.
By contrast, LG Electronics found some success around the same period by collaborating with famed designer Karim Rashid, launching products under his name in bold marketing campaigns.
“Samsung’s recruitment of external executives can be seen as an effort to pivot from a technology-centric structure to one that prioritizes brand, design, and consumer experience,” said Kim Dae-jong, a business professor at Sejong University. “But in Korean conglomerates, top-down decision-making and closed-off cultures remain dominant. It takes time for external hires’ ideas to filter through. A flexible organizational structure and open leadership are key.”
The Hyundai Motor Group is often cited as a successful case of integrating foreign talent. In 2006, Hyundai Chairman Chung Eui-sun recruited Volkswagen veteran Peter Schreyer, followed by Luc Donckerwolke in 2016. The duo is credited with elevating the design of Korean cars globally.
Hyundai has also appointed foreign nationals to top management roles. Spanish executive José Muñoz, who joined in 2019 as Global COO and head of the Americas, is currently spearheading the group’s response to tariff challenges under U.S. President Donald Trump’s second administration.
“Creating an environment where leaders like Schreyer and Donckerwolke could take root laid the groundwork for the rise of global executives like Muñoz,” said an industry official who asked not to be named.
“Chairman Chung empowered outside talent, which helped Hyundai grow into a truly global firm,” said Kim Yong-jin, a business professor at Sogang University. “But Samsung’s hierarchical and closed culture makes it difficult for external hires to thrive. To become a global company, Chairman Lee and Samsung’s leadership must lead organizational reform.”
