Leaders are Important
There are a couple of somewhat connected ideas in today's Dayton "Daily News."
Meeting at Dilbert's company:
Pointy Haired Boss (PHB): "We've had a bad year but management is committed to staying the course."
Dilbert: "Question: Did you just say our leaders are receiving huge compensation packages to keep doing what doesn't work?"
PHB: "No. The way I said it, they're visionaries."
Dilbert: "So...They keep doing what doesn't work...and they see visions?"
Then there is an article by Ellen Simon of the Associated Press, "Executives: AT&T Decline Taints Storied History."
The article looks at the decline of AT&T over the past 20 years and some of its missed opportunities. She overlooked, or didn't have space for, its troubled forays into computers, first with a personal computer line in the late 1980's then with the purchase, near destruction, then sale of NCR. She lays the blame with the 1913 agreement with the U.S. government to make it a regulated monopoly. This created a way of thinking and acting that the company's managers were never able to correct after the 1984 breakup.
Dilbert is often a too cynical view of the workplace. After all, who really wants employees like Wally and the secretary? On the other hand, I have worked for a couple of PHBs in my career (not now, Dave and Jane ;-) ) and have seen some of that "visionary" leadership.
In the automation industry, we are now in an era with top managers who are mostly that--managers. Many are good, but few are visible leaders energizing the industry. What disappoints me more is the lack of good product development and marketing sense displayed by many. I may see from the vantage of magazine editor one flurry of press releases or other activity followed by many months of quiet.
I have to credit Invensys (especially Foxboro and Wonderware in the US) for promoting its new software architecture even in the face of the great difficulties its corporate headquarters in London is bringing upon itself. Too many of the other companies appear to be still defining their markets and refining product lines to target the markets that they are defining.
Look at the "burger wars" as an example. McDonald's has had a consisten theme for over 30 years. It get spiffed up occasionally and adapts to changing tastes and fads. But, over time, it is still a consistent message of a good place to take the kids for a family meal out. Burger King, on the other hand, changes ad agencies as often as underwear. It's message changes just as often. It continually trails.
How do you go after the big guy? Look at Wendys. It had a great run of advertising with Dave Thomas that gave it a consistent image. Then it went for product development, and did it better than McDonalds. Wendy's has a great burger, but it started to emphasize healthier cuts of chicken and it especially came up with a number of good salads to catch the healthier eating movement. Good new products and a consistent and catchy message is bringing it to the brink of overtaking Burger King.
Most automation companies complain about Rockwell in the US and Siemens in Europe as having an unassailable position. I don't know. They may stay number one in their areas for a long time. However, innovative products, consistent message and viable distribution channels could bring us a new number two in each area. I'm seeing just a few starts at this. I hope some catch on. I believe good competition is great for consumers. I'd like to see more in automation.
9:38:36 AM 
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