Solving RFID's image problems
Published: 02 Jun 2005 19:45 BST
We built our business systems up from a company that managed itself on Microsoft Excel to one that is connected globally with a set of applications that's used consistently on a global basis. And we spent a lot of money and time on leadership and people development to attack this notion of muscle memory.
Lastly, we set in place a very aggressive communications plan. We were very mind-numbing when it comes to ensuring the consistency of our messaging internally, in the company, and externally — so people would understand where we were going and how we were going to get there.
In terms of new product introductions, what were some of your big bets in recent years?
We completely refreshed our entire product line. Two years ago, there were really only three businesses in the company: advanced data capture, mobile computing and wireless LAN.
We made two very large bets. The first was the acquisition of Matrics, which allowed us to move into the RFID space. The second was opening the mobility software division, which is focused on end-to-end value added solutions for the enterprise mobility architecture of capture, move and manage. Essentially at its core, it's a mobile and wireless LAN deployment and management system that would enable our customers to drive down total cost of ownership, as well as gain control of the mobile edge.
You were once touted as the heir apparent to Cisco boss John Chambers before you took over Symbol. What were your opportunity costs back then?
I was very flattered to be considered as a possible successor to John. But by the same token, I think it's always difficult to follow a John Chambers. I wasn't interested in taking a $24 billion company to what was next.
I wanted to set out on my own and take a smaller company to the size of Cisco and challenge myself along those lines to achieve greatness on my own.
This interview was pitched as a rare opportunity to meet a high-profile technology CEO. How accessible are you to your employees and customers?
I don't consider myself the CEO of Symbol. I consider myself an associate in the company. I don't think I carry myself as the CEO. I'm a pretty regular person.
I would love to spend more time with customers, and I will, now that we've become more external in our focus given the turnaround. I probably spend 30 percent of my time with customers today, but I'd like that to be 50 percent. And I spend probably 80 percent of my time with my associates. I'm rarely behind closed doors in my office at all. I'm a very hands-on leader, not a micro-manager, although some may disagree.
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