LG

■ LG hosted President's Workshop at LG Inhwawon where LG Chairman and CEO Kwang Mo Koo and 40 top executives gathered to discuss mid- to long-term management strategy.
 
■ Kwang Mo Koo: "Let’s make history by setting our sights on being the first and the best in the world—just as we’ve done with white goods, electric vehicle batteries, and groundbreaking medical advancements—and shape the future of LG."
 
■ The LG leadership team emphasized the company's focus on customer experience innovation, digital transformation, and creating differentiated competitiveness. They highlighted recent bold changes, the importance of implementing immediately actionable tasks to enhance customer value.
 
■ LG’s top executives have been visiting business sites to gather insights from the field and foster a culture of open dialogue.
 
 
Seoul, September 25th – LG brought together its top executives for a President’s Workshop at LG Inhwawon in Icheon, South Korea to map out mid- to long-term management strategies amid growing challenges in the global market. Led by Chairman Kwang Mo Koo, the gathering included 40 top executives from CEOs to business managers, all focused on accelerating the creation of differentiated customer value to stay ahead of challengers in an increasingly competitive environment.
 
The workshop began with a discussion on strategies to navigate and respond to the rapidly changing business environment. LG Electronics CEO William Cho spoke of key examples of the company's customer-centric management system, which has been a core focus over the past three years. He emphasized the importance of bold innovation and transformation, while also providing insights into the competitiveness of Chinese companies, which are advancing at an accelerated pace. The executives acknowledged the need for transformation across not only the electronics sector but also the broader scope of the group’s businesses. 
 
The group was in alignment on a clear response strategy, calling for LG to move beyond incremental improvements to set audacious goals that can position the company as a true leader in customer-centric innovation. They agreed that LG must evolve into a fully customer-centric organization, where differentiated customer value drives all business decisions and actions. As part of this commitment, they resolved to identify and implement immediately actionable steps to achieve this vision.
 
The lively exchange of ideas on the challenges of innovation designed to foster differentiated competitiveness was followed by a series of case studies demonstrating LG’s progress. 
 
The first set of case studies introduced focused on customer experience innovation initiatives, with innovations such as AI-powered chatbots for internal data analysis (LG Electronics), AI-driven systems to detect and control anomalies in manufacturing processes (LG Display), Korea's first comprehensive support app for fertility treatment (LG Chem), and facilities integration for smart factory (LG Energy Solutions). In total, 40 innovation cases were presented, each illustrating how technology is transforming LG's approach to customer experience and in-house operational efficiency. 
 
The company’s executives also experienced an AI mobility system with “Affectionate Intelligence” that controls the vehicle’s interior settings to align with the driving environment. They also reviewed AI-powered calling services that leverage AI to summarize calls and recommend schedules, demonstrating the practical applications of AI in enhancing everyday experiences.
 
The executives focused on determining whether the company’s efforts in AI, biotechnology and cleantech are being organically synergized and implemented to build a future-ready LG. In biotechnology, LG has used AI to analyze the protein structures of drug candidates to accelerate drug discovery, validating more than 1,000 compounds in six months. In cleantech, AI helped design a custom battery cell design for a client company, reducing a process that would have taken more than two weeks to a single day.
 
"LG stands today as a global leader because we boldly set our sights on being the first and the best," said Kwang Mo Koo, Chairman of LG Group, reflecting on LG’s achievements. "Even while others saw the limits of white goods, we set a target of 30% growth instead of a 5% improvement and created the top brand in the global market. We pioneered the world’s first mass-produced electric vehicle battery that became a turning point in the electric vehicle era, even when there was talk of going out of business. And we were the first to get FDA approval for a drug that would not have been possible in Korea, raising the foundation of the Korean drug industry."
 
Chairman Koo emphasized the need to aim high: "As we look ahead, let’s continue to break free from convention and aim to be the best, the first, and to do our utmost to shape the history of LG’s future together." 
 
This year's Presidents' Council and Workshop were organized at affiliate companies rather than at LG’s Twin Towers to let executives hear voices from the field and engage in free discussion. Throughout the year, LG’s leadership made site visits a priority, with Chairman Koo himself touring LG Sciencepark in Magok and the LG Electronics Production Engineering Research Institute in Pyeongtaek earlier in the year. The President's Council in May became the stage for the discussion on AI strategy and manufacturing innovation.
 
Regular collaboration is a cornerstone of LG’s leadership structure. The company organizes an annual Presidents' Council where affiliate presidents meet to address management issues, while the yearly September workshop focuses specifically on future strategy.