min-myinnersoul

Infosys was , is , and will be a great company. Unarguably. But even great organisations suffer from malaise. Surprisingly, Infosys suffers from the malaise that you would not normally attribute to it - the Lala problem. Yes, I know, I am throwing mud at a great company, but you have to expect it if you lose 20% of your market value in one day. Wait a minute. Isn't Infosys one of the most professional of companies ? A company that sets the standard for corporate governance. The company that raised the bar on ethical business. The company with the middle class values ? All true. But Infosys suffers from the same problem that family run companies have - the company is handed down from one  "family" man to another. Only in Infosys' case, the "family" is not blood related, but the group of founders who set up Infosys. The peerless Narayana Murthy established it. The relentless Nandan Nilekani drove it to the status of a world leader. Kris Gopalakrishnan then too...

How would you like to be CEO for 20 minutes ? No this is not one of those employee motivation exercises, nor is it a joke. This is all too real.  That's precisely what happened to Bill Johnson the CEO designate of Duke Energy. All this arose from a merger between Duke and Progress, two giant utility companies in the US. It is now the largest electric utility in the US. As is typical in such merger of giants, the CEO of Duke was to become the Chairman of the combined entity and the CEO of Progress, Bill Johnson, was to become the CEO of the combined entity. Regulatory and shareholder permissions were sought , and received. All very good. On 27th June, Bill Johnson signed his new employment contract and  that was that. The merger was consummated at 4.00 PM on Monday 2nd July. Immediately thereafter the new Board met and sacked Bill Johnson. At 4.20 PM Johnson resigned - he resigned rather than refusing to do so, as he was getting a $10m settlement that way. CEO for 20 minutes. T...

In the good old days when I was in business school, Japan could do no wrong. A million books were written on the Japanese style of management. America was bust, Japan was everything. Case after case taught at business school was on how gloriously managed Japanese businesses were. At that time the two words we were thoroughly sick of was Japan and Walmart ! Time has since proved that there is a fair bit to admire about Japanese management, but a lot that is thoroughly rotten. A great example is what happened at Olympus last week. This is the company that makes cameras.They just fired Michael Woodford, their CEO, and a 30 year company veteran, two weeks after elevating him. They were brave enough to appoint a non Japanese as their CEO, one of a handful of Japanese companies to do so and foolish enough to sack him immediately. His crime - he didn't listen to the Chairman Kikukawa san and started probing into the financial skulduggery that seems to have gone on. The skulduggery relates...

I freely admit to not having a clue about what a "doofus" was, until today, if you will pardon the pun. For, apparently, a doofus is a guy who doesn't have a clue. My vocabulary has since improved by one, thanks to Carol Bartz, the ousted CEO of Yahoo  who called her Board which ousted her, a bunch of doofuses. Everything about the Yahoo saga stinks. Carol Bartz was fired by her Chairman over the phone. It has brought into question again how firings are done. Not just firing a CEO, but firing any employee. Firing by phone or by email must surely rank as one of the worst blunders you can make in a company. Topped only by having a security guard present and showing the employee to the door. Employees deserve to be told in person that they are fired and also told the reason why they are fired. The reason may have nothing to do with their performance - we are making losses and have to cut costs and you got the short end of the straw, is perfectly acceptable if that is the hon...

Does nationality still play a major part in deciding who should become the Chairman or Chief Executive of the company. It shouldn't, right? But of course it does. Except, to its eternal credit, in the United States of America. A country pretty much devoted to meritocracy and where, by and large, only merit counts. It doesn't matter where you are from or whether you are white or black or yellow or grey or blue. Perhaps to a large extent in the United Kingdom as well. But that's it. Everywhere else, it seems only a local can be a boss. Consider the succession saga at the mighty Deutsche Bank in Germany. The current CEO, Josef Ackermann is expected to be kicked upstairs to the Supervisory Board. A new CEO is to be appointed. There is general consensus that the best candidate is Anshuman Jain. The problem is that he is Indian, not German. And to add insult to injury, he reportedly does not speak much German either. This apparently won't do as the boss of Deutsche Bank will ...

What would you say to a job that was one of the riskier jobs in the world – the chances of being sacked is high, and its very unlikely that you would survive 10 years. Not appealing, is it ? Welcome to the job titled the CEO. In the UK, the FTSE 100 is the index that covers the top 100 listed companies. As the decade ended, only 16 of the CEOs who were there in 2000, were still there in 2010. Heading that list is an illustrious name, Sir Martin Sorrell, the Chief of WPP, the global advertising agency. 25 years as CEO; he was the founder of the agency and still its head. And there are a few legends – Sir Terry Leahy, the boss of Tesco, Sir John Rose, the chief of Rolls Royce and only one lady – Marjorie Scardino, the head of Pearsons. But otherwise, most CEOs who were there in 2000 have got the boot. The job of a Chief Executive, is obviously a crucial one in any company. The leader must stay for a reasonably long term, to be able to provide a meaningful direction for the company. Oft...

Financial Times recently published its list of the top 50 women in world business . The usual toppers were all there – Indra Nooyi (Pepsico), Andrea Jung (Avon), Irene Rosenfeld ( Kraft), the highly controversial Ho Ching (Temasek – as our Singaporean friends will know). At No 14 stood Brenda Barnes, Chairman and CEO of Sara Lee, the makers of Kiwi shoe care, Douwe Egberts & Senseo coffee, Hillshire Farm meat, Good Knight mosquito coils and a whole host of famous brands. She’s a lady with a difference. And her story merits telling. In 1997, she was president of Pepsico North America. One of the top jobs in Pepsi. A glittering career. She would have surely risen even higher. But then she turned her back on the job and walked out. To spend time with her family – her three kids - and be a fulltime mom. Seven years later she came back. Sara Lee hired her. A year later she was Chairman and CEO. Consider this for a moment – the upper echelons of corporate America is a dog eat dog world. ...

These days many companies are global. Does it matter where they are based ? Or where their top executives live ? I believe it does. This post is prompted by the news that HSBC’s Chief Executive, Michael Geoghegan, will relocate from London to Hong Kong . This is a consequence of the fact that the future of the bank will more and more be in China. In most companies, there is a corporate headquarters. Usually this is a historic accident – the headquarters are where the company originated from , even though its current business may be in completely different places. The CEO and most of the senior management reside in HQ. Sure they travel a lot. But they live in the base. In the past, this made sense. The top team had to be physically together. Meet often. It doesn’t make sense today. It is much more practical to meet personally at regular intervals , but meet often virtually. That’s the way most companies are run anyway. Its important for the top team to understand the countries which ar...