Surprise! CEO: "Hardly Any Real Change"

I just interviewed a CEO who had been with the same global company for 35+ years. The idea was to create a corporate communication piece that used his career to highlight key changes in business over the years. Pretty good idea, huh?

CEO: Nothing has really changed.

Me: (Thought bubble: I'm in trouble and a long way from home.)

CEO: Really. I could name challenges that have to be managed but they aren't what I would call changes in the fundamentals. I've seen price controls, increased competition, global market expansion, customers going out of business, new technology, increased health care costs...nothing changes how we fundamentally do business.

Here's what I see as the truth of the matter:

• Run your company the way you run your household: Balance the checkbook properly.

• When something new happens, get your people together and decide the best way to deal with it.

• Don't fall in love with every new gadget--In our case, every new "opportunity." Do an honest analysis and decide if it's worth it.

• Tell people the truth about what's happening and do it as quickly as possible.

• If you want people to do something differently or better, then train them. But don't get caught up in fads.

• Pay people fairly.

I was reminded of something the wise King Solomon said long before the Change Management era:

"What has been will be again, what has been done will be done again; 
there is nothing new under the sun."  Ecclesiastes 1:9

There are changes, but are they in the fundamentals?  What do you think?

 

Comments

[Steve Farber]

Well...it seems like he left out at least one self-evident, fundamental change. Here's a hint: we're reading this interview on your BLOG. The internet has become so pervasive, so integrated into our lives, that we're already forgetting what a massive shift in life, business and communication this represents. I can't believe that your CEO friend's business hasn't changed because of it.

[Steve Roesler]

Yeah, Steve, that is surprising. It caused me to ask the direct question about internet influence. He views it as an important tool-sort of like FedEx--but not as a "business fundamental." I've got to think about this one for a while; don't think I plan or do anything with our business that doesn't include a "connectivity" question.

Thanks for the commment.