The Balance and Alliance Stage in C#

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The Balance and Alliance Stage
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porate image abound Philip Morris, for example, has spent tens of millions of dollars on cultural sponsorships and smoker education programs, and Microsoft has emerged as a prominent charitable donor Unfortunately, trust in Stage 4 companies is long and slow to build and easy to lose It takes a concerted long-term effort to achieve lasting results Stage 4 companies need to develop and implement public relations, consumer awareness, and charitable donation programs They need to build the high skill levels required to both lobby governments and involve nongovernmental organizations Finally, companies must use sponsorships and corporate contributions to mitigate mistrust and fear
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This chapter concludes the long journey through each of the four Endgames stages By now, you should have a sense of the power and inevitability of the Endgames curve and you should accept that Endgames dynamics will affect your business and that of your competitors, suppliers, and customers Understanding the Endgames progression, though, is only half the battle Some of the most interesting facets of the Endgames concept lie in its implications for business managers and investors How should a CEO manage each Endgames stage How should the Board of Directors carry out its duties across the Endgames spectrum What are the implications of Endgames for investors How will Endgames transform the business landscape between now and 2010 These questions will be the focal point of the third and final section of the book, New Imperatives and Future Outcomes
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CEO Strategies for Endgames
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There is no point at which you can say, Well, I m successful now I might as well take a nap Carrie Fisher, actress and author ant to generate some excitement and emotion Try announcing a big merger Nothing makes a CEO as famous Nothing gets Wall Street buzzing like the prospects of a mega-merger And rarely is anything quite as exciting for a CEO professionally as carrying out a merger CEOs such as Jack Welch (GE) and Carleton (Carly) Fiorina (HP) became household names primarily because of their involvement in Endgames (see sidebar: The Jack Welch Phenomenon ) They each presided over hundreds of mergers and led consolidation in their respective industries In addition, mergers can The skills required from a make CEOs wealthy For example, Carly Fiorina, CEO vary according to a company s position on the the CEO of Hewlett-Packard, reportedly received Endgames curve a merger success fee of tens of millions of dollars for the merger between HP and Compaq But both the glory and financial windfall dissolve in an instant if that one big deal turns sour
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CEO Strategies for Endgames
THE JACK WELCH PHENOMENON
Jack Welch demonstrated many unique talents while he was CEO of General Electric, but his implicit understanding of Endgames dynamics was perhaps his greatest strength He epitomized the Endgames strategy through four GE strengths:
Predicting industry consolidation and deconsolidation Building a strong post-merger integration competency I Maintaining primary focus on GE s core business despite a high volume of M&A activity I Structuring and using the Board of Directors as an effective Endgames sounding board Welch anticipated the consolidation of the medical systems, plastics, and aircraft engine industries (to name a few) well ahead of his competitors and forced GE to become the consolidation leader in each He also recognized that the mining industry had reached the Balance and Alliance Stage and divested it before its financial performance and market valuation dropped off again well ahead of any competitor Finally, Welch reinforced the Endgames strategy across GE by insisting that any GE business unit be the number-one or -two competitor in its industry or be sold off Most of the time, this strategy led to anticipating Stage 4 Welch also empowered his senior line managers to fully integrate newly acquired businesses into the GE business model The acquired companies were fully assimilated into GE; from day one, their primary focus became the business success of GE s core business The only time Welch negotiated special concessions in an acquisition, he regretted it Following the acquisition of the investment bank Kidder Peabody, the investment bankers were reluctant to be fully integrated into the GE Capital business model What especially irritated Welch was that the bankers felt they were entitled to hefty bonuses even when their financial performance came in below their commitments Welch tolerated the Kidder differences until a 1994 insider-trading scandal involving the head of its government trading desk, Joseph Jett At this point, Welch put in GE executives to manage Kidder and fully integrate it into GE Capital Finally, Welch relied heavily on his Board of Directors for advice
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