Executive Times |
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Volume 2,
Issue 12 |
December, 2000 |
||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
ã 2000 Hopkins and Company, LLC Note re: links---certain
hyperlinks assume that you are registered as a subscriber to the site. If you
are not a subscriber to certain sites, the links will fail. If you register,
the links should work. Also, certain hyperlinks expire and may not be
available when you try to go to the site. Polarized constituentsThe next President and
Chief Executive Officer of the United States will lead 49 million voters who
selected him; 49 million voters who chose someone else; and about 49 million
eligible voters who decided not to vote. As of our publication date, we still
don’t know who that President will be. That new president will face a
situation most executives deal with daily: how to lead and manage a polarized
and diversified constituency. Which constituents come first, and why? Can a
diverse workgroup, like a team of employees, work together for common success?
What conditions can an executive create to ensure that the organization
prospers along with its constituents? What does an executive need to do to
ensure inclusion and cooperation? When does an executive need to act in ways
that are not supported by key constituents? When is an executive left out in
the polar cold after alienating board members, shareholders, employees,
customers, members or voters? Then what? Enjoy reading this holiday issue of Executive Times, which contains our
expanded book list, including highlights from 2000 reading and a look into
2001. Readers of the print issue can go to http://www.hopkinsandcompany.com/et1200sub.html
to access the links in the web version. Forward to the past At least two more
companies brought back a former CEO recently, following disagreements over
strategic direction. Maytag
Corporation announced
in November that Leonard Hadley (CEO from 1992 to 1999) will replace
CEO Lloyd Ward who resigned following “a difference with the Board of
Directors over the Company's strategic outlook and direction.” Ward’s short
tenure was marked by a big decline in stock price, and rumors of Maytag being
acquired by a European company. The October 1999
issue of Executive Times called
attention to the early trial by fire faced by Ward following an earnings
surprise, and we predicted, in error, that Ward would “prove to be a great
CEO for Maytag.” The Board disagreed, and gave the company’s reins back to
Hadley while they search for a “permanent” CEO. Newell Rubbermaid announced the
resignation of CEO John J. McDonough and his replacement with former
CEO, current Chairman William P. Sovey. According to The
Wall Street Journal (11/2/00),
McDonough was unable to generate earnings growth following Newell’s merger
with Rubbermaid in 1999. How do you
know when it’s time to reverse direction? Signs like stock price and merger
flops can lead directors to change CEO’s quickly. What signs do you use to
initiate changes? When you differ on strategic direction, what do you do? Who
will you rely on during a transition? Can a former CEO step in? If you are a
CEO, how do you assess the alignment or differences with your Board of
Directors? If a former CEO sits on your board, what’s your relationship with
that person? If you’re grooming yourself or being groomed to become a CEO,
what key skills are you focused on? What will make you the best CEO for the
organization? Dimpled chad What is it about reverses
in strategy and changes in direction by others that some of us find amusing?
Is there a seasonality in trends to diversify and attempts to focus? Are
those seasons changing faster than ever before? Like the dimpled chad on
keypunch voting cards, what’s the intention of companies that begin to seek
out others, and then back away abruptly? Recently, we were surprised when Coke
engaged in talks to acquire Quaker, gaining the strong Gatorade brand,
but also acquiring a diversification into food that would move Coke away from
its long-term exclusive focus on beverages. It appears that Coke moved
because Pepsi was interested, then backed
away when the Coke Board voted no. Hewlett Packard moved forward to
explore acquiring the consulting business of PriceWaterhouseCoopers,
then backed
off. CEO Carly Fiorina reaffirmed the strategic logic of the deal, but
given the failure to come to terms, decided to remove the distraction.
Tomorrow is another day. What leads you
to look outside your core business? Are you tentatively punching chad,
leaving a dimple and an uncommitted exploration of a new business, or have
you decisively penetrated into a new business arena? Are you distracted by
the actions of competitors, leading to a change in your direction, or do you
remain focused on your own plan? When do you decide to move ahead, and when
do you decide to walk away? What causes you to focus, and what distracts
you? Reading (Note: readers of the web version of Executive Times can click on the
book covers or titles to order copies directly from amazon.com. When you order through these links,
Hopkins & Company receives a small payment from amazon.com. Subscribers to the print version of Executive Times
can receive the web version at no additional cost. Send e-mail to hopkinsandcompany@att.net with a
request to be placed on the web version distribution list. Also, not all books we read make it to the
pages of Executive
Times. Check out other
book selections on our bookshelf at http://www.hopkinsandcompany.com/bookshelf.html).
Based on suggestions from
readers, this year’s expanded book section highlights the best and worst from
the 2000 issues of Executive Times
as well sections on books that never made these pages and books we’re looking
forward to for 2001. The Top 10 Recommended Books from Executive
Times 2000:
Worst 5 Books from Executive Times 2000
10 more recommended books not reviewed in Executive
Times 2000 Print
readers can access “read more about this book” at http://www.hopkinsandcompany.com/books/list.htm
10 books we look forward to reading in 2001
|
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
ã 2000
Hopkins and Company, LLC. Executive
Times is published monthly by Hopkins and Company, LLC at the company’s
office at 723 North Kenilworth Avenue, Oak Park, Illinois 60302. Subscription
rate for first class mail delivery of the print version is $60.00 per year
(12 issues). E-mail subscriptions are $30.00 per year. Single issues: $10.00
print; $5.00 electronic. To subscribe, sign up at www.hopkinsandcompany.com/subscribe.html,
send an e-mail to hopkinsandcompany@att.net,
call (708) 466-4650, or fax to (708) 386-8687. For permission to photocopy or
e-mail Executive Times, call (708) 466-4650 or e-mail to hopkinsandcompany@att.net. We will send
sample copies if requested. The company’s website at http://www.hopkinsandcompany.com/archives.html
contains the archives of back issues beginning in the month after the issue
date. To subscribe to Executive Times,
sign up at www.hopkinsandcompany.com/subscribe.html
and we’ll bill you later. Consider
giving clients or friends Executive Times
as a gift. Gift subscriptions to the web version include an e-mail
notification of the gift. Print
version gift subscriptions can also include “Compliments of (giver)” with
your corporate logo on each copy. About Hopkins
& Company
To engage the services of Hopkins & Company,
call Steve Hopkins at 708-466-4650 or visit www.hopkinsandcompany.com. |
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|