HSN's CEO on Fixing the Shopping Network's Culture  

Oleh:

Grossman, Mindy

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 89 no. 12 (Dec. 2011), page 43-46.
Topik: Chief Executive Officer; Employee; Succession; Opportunities

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When Mindy Grossman became HSN’s eighth CEO in 10 years, she encountered dirty offices and downtrodden employees. Her solution? White paint, new chairs, and a strategy to reinvent the brand and re-engage the workforce. In 2006 I’d been working at Nike for six years, and I loved it. I worshipped that brand. Nike’s CEO, Phil Knight, was an inspiration. But I’d been commuting between my family in New York and my job in Portland, Oregon. I was traveling outside the U.S. 25% of the time. I was in my late forties, I wanted to be a CEO someday, and Nike had recently appointed a 50-year-old CEO and a 49-year-old president. They deserved the jobs, but I was left without the best succession opportunities. I’d had a lot of recruiters come at me, but nothing felt compelling. Eventually I gave the recruiters a laundry list of what I was looking for: I wanted to run a direct-to-consumer brand. I wanted a company that was poised to take advantage of technological changes and the shifting ways in which people shop. [See “Reinventing Retail,” the December 2011 Spotlight.] I wanted an entrepreneurial atmosphere but not a start-up. I wanted a company that I could transform and grow. And they said, “Oh, really? Is that all?”

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