Although selling burgers, fries, and milkshakes to millions of customers every day may seem like an easy task, running McDonald’s is actually far more difficult. The CEO of McDonald’s today is at the head of a multinational corporation that operates in over 100 nations and deals with everything from labor laws and supply chains to the constantly changing preferences of consumers who still have a late-night cheeseburger craving but are increasingly choosing healthier options. Since 2019, Chris Kempczinski has been managing that peculiar balancing act.
He took over as CEO of McDonald’s during a difficult time for the business. The company, one of the most well-known in the world, was dealing with issues of corporate responsibility, culture, and the future of fast food in general after his predecessor was unexpectedly fired. The surrounding industry was rapidly evolving, but the golden arches still shone on city streets and highways.
| Information | Details |
|---|---|
| Name | Chris Kempczinski |
| Position | Chief Executive Officer, McDonald’s Corporation |
| Company Founded | 1940 (as McDonald’s restaurant) |
| Headquarters | Chicago, Illinois, United States |
| CEO Since | November 2019 |
| Employees (Global) | ~150,000 corporate and franchise staff |
| Industry | Fast Food / Quick-Service Restaurants |
| Notable Product Mentioned | Big Arch Burger |
| Reference | https://www.mcdonalds.com |
Previously in charge of the company’s U.S. operations, Kempczinski came with a reputation for being methodical and analytical rather than ostentatious. He is frequently described by colleagues as someone who is more at ease analyzing spreadsheets than pursuing publicity. But sometimes he still manages to get the limelight.
The CEO of McDonald’s conducted a taste test of the company’s new Big Arch Burger in a brief video that was shared on social media earlier this year. Kempczinski described the sandwich while taking a cautious bite in what appeared to be a corporate test kitchen, complete with pristine surfaces and bright lights. He referred to it as a “product” several times.
The internet swiftly spread the moment. The wording struck some viewers as strangely corporate, as though the CEO were reading a business report instead of a burger. Others made fun of him for appearing a little uncertain about the burger’s dimensions or contents before taking what he called “a big bite for a Big Arch.” Rivals in the fast food industry did not squander the chance.
“Lots to unpack here” was Wendy’s enigmatic statement. A video of Tom Curtis, the president of Burger King, dramatically chomping into a Whopper while splattering sauce all over his face was made public. Perhaps the sharpest imitation was created by A&W Canada, which praised its own “burger product” while jokingly imitating Kempczinski’s phrase. There was a feeling that something strangely nostalgic was taking place as the internet discussion played out.
Fast-food restaurants have been using advertising campaigns to fight for decades; the well-known “cola wars” of the late 20th century are one example. CEOs and company mascots now appear to battle for chuckles just as much as consumers in brief social media snippets. To his credit, Kempczinski seemed unconcerned by the jeering.
In a lighthearted response, McDonald’s social media team shared a picture of the Big Arch Burger with the caption, “Take a bite of our new product.” The business even made light of the circumstance, stating that it was shocked that the message “got approved.” Even though they may appear insignificant, moments like this highlight the peculiar nature of the CEO position at McDonald’s.
On the one hand, Kempczinski is in charge of a huge company that generates tens of billions of dollars in sales. Millions of employees and thousands of franchise owners are impacted by decisions on worldwide markets, menu prices, and supply networks. However, a straightforward burger film has the potential to go viral in an instant. The conflict between those two realities—internet culture and business strategy—has come to define the position.
Kempczinski did not begin his career in the restaurant business. He gained experience in consumer marketing and brand management at Kraft and PepsiCo before joining McDonald’s in 2015. This experience clarifies his emphasis on new product introductions, online ordering platforms, and client retention loyalty initiatives. McDonald’s, however, is more than just a consumer brand.
The scent of frying potatoes, the hum of the machines behind the counter, and the brightness of computerized menu boards with constantly changing promos are all familiar sensory elements when you walk into one of the company’s restaurants today, whether you’re in Chicago, Tokyo, or a roadside stop in rural America. Determining how that experience fits into a shifting culinary culture has been Kempczinski’s difficulty.
Younger consumers have higher expectations for personalized meals, delivery applications, and smartphone ordering. However, McDonald’s fundamental appeal is still remarkably straightforward: quick, inexpensive comfort food that tastes much the same everywhere. It’s not easy to keep that consistency.
The company’s continuous efforts to maintain a new menu are reflected in the Big Arch Burger itself. The sandwich, which consists of two quarter-pound beef patties, melted cheddar, lettuce, pickles, onions, and a special sauce, is obviously designed to compete with competitor restaurants’ popular big burgers. It’s unclear if it will ever become a mainstay on the menu.
However, the events leading up to its debut—the CEO’s somewhat embarrassing taste test and the lighthearted jeers from rivals—provided a window into how the fast-food industry functions now.
