Observations About the 2022 Mid-Term Elections
As a person who majored in political science and has been engaged actively in public
The reinventions of great companies
Pitney Bowes built a wonderful set of businesses that have served it well for 92 years, and the Company celebrated its 92nd anniversary on November 16th. On that evening, I attended the 75th Anniversary of the founding of the Company’s Oval Club, an organization that celebrates long service employees, by bringing retirees and long service active employees together.
One long tenured employee, Bob Hoffman, who retired after 56 years of service in 1995 and is now 92 years old, was very important to my success. I worked closely with him early in my time at the Company. Even then, I had many ideas about what the Company should do to grow its business. He would politely and thoroughly tell me which ones had merit and which ones had been tried and discarded because they were fatally flawed.
The longer I spoke with him, the more I appreciated those who came before me. The most important lessons I learned from Bob were that the leaders of the Company over several decades had been highly sophisticated and innovative, and had to make courageous decisions under extraordinary circumstances.
For example, Walter Wheeler, the Chairman from 1939 through 1969, had to deal with a regulatory threat to the company’s existence in the early 1930’s, the Great Depression throughout the 1930’s, a conversion of the factory to wartime production in the 1940’s, a life-threatening Justice Department antitrust suit in the 1950’s, a major pair of hurricanes far more destructive than Hurricane Sandy in 1955 that were severely damaging to the company’s major manufacturing facility in the South End of Stamford, a U.S. Justice Department antitrust lawsuit in 1957, and major diversification efforts throughout his tenure. Miraculously, he made enough good decisions for the company to thrive throughout his tenure.
The Company is challenged now because a major growth driver for physical mail, the expansion of consumer credit, declined in 2008, and probably will not return to its pre-2008 levels for at least a decade. The growth in consumer credit-related mail that substantially offset electronic substitution-driven mail volume reductions before 2008 declined because the credit bubble popped in disparate markets like credit cards, home mortgages and home equity loans, auto loans and leases, and personal loans. I do not expect that any of these markets will return to their pre-2008 levels for quite a long time, if ever.
This means that the Company will need to reinvent itself in ways that drive growth that are not dependent on mail volume levels. It has reinvented itself many times over its history. Some reinvention efforts that preceded my CEO tenure were great successes, like the formation of an internal financial services business, for which my predecessor George Harvey was the prime mover, even before he became the CEO in 1983. There were disastrous results, such as the Company’s foray into electronic cash registers in the early 1970’s, which led to a write-off of over 25% of the Company’s net worth at the time.
There are failed and successful reinventions at other iconic companies as well. Eastman Kodak is a sad case of a company that attempted on numerous occasions to reinvent itself and made consistently bad decisions. It got into pharmaceuticals with the acquisition of Sterling Drug in 1988, and sold Sterling in 1995; it entered the print services business in 1991 with the formation of Kodak Information Services, which was sold in 1997 to Danka; it got into the chemical business and then spun off that business as Eastman Chemical, a company that has done far better than its parent. It could not free itself from being dominated by the profitable camera film business until it was too late.
On the other hand, companies like Intel Corporation, which shifted from memory chips to microprocessors in the 1980’s, the Thomson Group, which changed from being a newspaper company to an information services and software company in the late 1990’s, and, over a longer period of time, Nokia, which changed from a rubber company to a digital telecommunications provider and Wipro, which started in the vegetable oil business and is now a leading provider of IT outsourcing services, are all success stories.
We did a fair amount of work at Pitney Bowes to identify the common factors in successful reinventions of companies, and built or acquired new potential growth engines, like software, marketing services, and mail services, but what makes most sense for the long term is not easily determinable from the outside.
There are many different stories and paths to successful reinventions. Great leadership is always needed. Xerox and IBM would either be gone or be like Eastman Kodak today if Anne Mulcahy and Lew Gerstner had not come at the right time and begun to lead them down new paths. However, there are additional common themes of successful reinventions:
For the sake of the many great people with whom I worked at Pitney Bowes for nearly three decades, I hope that it can follow the right reinvention path and celebrate another 92 years!