On’s Founders Spend Just 33 Percent of Their Time as Traditional CEOs. They Say What They Do Instead Fuels the Brand’s Success

The leadership structure at Swiss sportswear brand On represents a distinct departure from conventional corporate management, according to a report by Inc. While many startup founders gradually transition into highly standardized executive roles as their enterprises scale, On’s leadership team has actively resisted this trajectory. Instead, the company's founders have structured their schedules so that only about one-third of their time is dedicated to traditional chief executive responsibilities. This unconventional division of labor is credited by the brand's leadership as a primary driver behind On's rapid global expansion and sustained market relevance.

According to the Inc. report, this deliberate allocation of time allows the leadership team to remain deeply embedded in the creative and technical aspects of the business rather than becoming bogged down by administrative overhead. By spending only 33 percent of their working hours on standard corporate governance, financial oversight, and administrative meetings, the founders are able to dedicate the vast majority of their energy to hands-on product innovation, marketing strategy, and brand preservation. This model ensures that those who established the company's original vision remain directly involved in the design and consumer-facing elements that define the brand in a highly competitive footwear and apparel market.

To make this non-traditional arrangement functional, On relies on a highly collaborative executive ecosystem that distributes traditional operational burdens. The outlet reports that this structure relies heavily on trust and clear delineation of roles, preventing the operational bottlenecks that frequently plague rapidly growing companies. By offloading standard administrative and procedural duties to trusted executives and co-leaders, the founders can maintain an entrepreneurial, startup-like focus on the product itself. This strategy protects the creative core of the business from being diluted by the complexities of managing a publicly traded global corporation.

The benefits of this operational philosophy are evident in the brand's performance and market positioning. Rather than viewing executive growth as a linear path toward bureaucratic oversight, On's leaders argue that preserving the founders' focus on product design and consumer experience is vital for long-term viability. This approach allows the brand to remain agile, responsive to athletic trends, and deeply connected to its customer base. The Inc. analysis highlights that this organizational strategy challenges the prevailing corporate assumption that founders must eventually evolve into conventional administrators to ensure a company's maturity and success.

For founders, executives, and military veterans transitioning into corporate leadership, On's management model offers a compelling case study in organizational design and delegation. It demonstrates that scaling a business does not inherently require leaders to abandon the core creative talents that sparked their initial success. By prioritizing strategic delegation and defining executive roles based on unique strengths rather than standard corporate templates, modern leaders can maintain their organization's innovative edge. Ultimately, the Swiss brand's success suggests that unconventional leadership frameworks, when executed with high trust and operational discipline, can provide a sustainable blueprint for high-growth enterprises.