I think many mid market plus CXOs are in fact much more 'human' than you might think, however, they have mostly become workaholics (albeit successful, and some outright perfectionists, especially those entrepreneurial types).. some I know, whether they are in Europe or Asia would work until midnight/1-2am their timezone (sometimes due to conference call in multiple jurisdictions)..
One thing is for sure, however, it is a rather lonely role.. who do they complain/share their worries with.. maybe the dogs or the running machine or their own ipod/iphone/ipad... ?
I predict there might be some 'humanisation' the big corporate guys soon, if there is a more 'take full life-time responsibilities' culture, rather than make what you can now.. and that would be the better day, than now, lets make as much as one can first and hopefully retire rich or not to hold the 'hot rock' thats just been passed to you... in someways, thats what is happening in China, that is another story.
spare a thoughts for those lonely but successful CXOs that might be so media shy that do not even (or might not want to) hear from you guys..
"At the beginning of 1994, Zoomlion ceased the production of the first generation concrete pump which had strong market demand for upgrading.� In July the second generation concrete pump was successfully launched to the market. We substituted 10 units first generation concrete pump with the second generation free of charge. It was critical to Zoomlion’s brand establishement development."
so, even for at that time a 'startup', 中联重科 stopped their production for six months to get to bottom of real problems of products and released/launched the working model after six months!
This is the kind of decisive action needed for even likes of Toyota.
Should one protect reputations/trust over short term share price? I know I am the first.. but then again, not likely I would like to list my company. hopefully I will not need to face that.
It was a brilliant event and it showed, as he apparently do not repeat his speeches and prepared for 2hours specifically..
Key messages were:
1.) RE should be nurtured like a baby rather than purely treated as an asset class
2.) much can be learnt from projects like London's Canary Wharf, Blue Water.. but key is 'integrated' developments and create clustering effect so people will visit it and realised they did not need to go elsewhere. Jokes was on no traffic at Canary Wharf during weekend.. I see mostly window shoppers at IFC (even from their tenants, a fellow CXO, from day one who since moved out!)
3.) focus on software (human capital) rather than hardware only.. its the process & eye-to-details and executions that count! key to attract, convert (invariably convince them to move to secondary locations at a premium) and retain tenants!
4.) create products based on what market need, rather than sell what you 'think they might need'. having the SHKP Club helps.
5.) that the real estates industry need more new blood and new business model(s)..
these are the key ones I remember anyway..
he certainly likes the signing ceremonies and wining & dining with dignitaries.. who can blame him!
One thing that he touched on but I think should be key for not only real estate businesses but also all businesses is the monitoring the cash flow, not only can company survive economic downturn but also is key for growth.
what I did not manage to ask him afterward (yes, he was typically mobbed like most good speakers) was how the 'eco-system' of secondary city/area work, likes of SHKP's IFCs and others like Canary Wharf where a different area of the key cities creates the clustering effect, how does that affect positively or negatively in the surrounding areas and how do those peripheral developers work with the main company that 'bring in' new population and change the face of that area/city?
As I see it, the flats (mostly higher priced ones) near Canary Wharf is now over supplied, and also the infrastructure in the locality has sadly not as expanded as quickly as those properties being developed, which means that surely, a more concerted and eco-system approach would have better served the area? I would have loved his thoughts/insight in this.
IFCs in HK was much easier, and same for their new development in Singapore off Orchid Street..
This is in fact very applicable for most 'struggling' but focused entrepreneurs.. it is what I keep reminding myself..
in short, my no doubt inadequate translation:
" if the heaven has a great task to be given to the wise man, he would be tested both physically and mentally until he almost can't bear it before he would be given reward."
I just wonder how would that fit with those 'entrepreneurs' who keep changing everytime I meet them even 3months down the line!? (ok some have rather daft ideas, good that they do)..
But of course, I might be the really stupid type as I have worked on GamBond® for the last 6 years. and everyone tells me to give up, and maybe I should, unless after meeting Warren buffet tells me to give up, I will and shall not!
It has always been hard to find balance of how best to monetise heavy license/infrastructure investments, be it TV, utilities, telecoms, especially mobile (where technology is constantly evolving)..
it will be a difficult task.. but has anyone ever, asked the consumer what they want and how much they are happy to pay?? and what products and services they 'really want' and want to fork out some hard cash for?