Sol Trujillo: Man of the World

From
http://www.newsweek.com/id/34520

Sol Trujillo is Mr. Global. In the last decade, he's been the CEO of three
telecoms on three continents.

To run global companies, boards often want chief executives with global
experience-and few have more of it than Sol Trujillo. In the last decade
Trujillo has run telecom companies on three continents: U.S. West in the
United States, Orange in the United Kingdom and, since 2005, Australia's
Telstra, which he's leading through a transition from being a
government-controlled utility to a free-market communications company. In
the latest in his series of interviews as part of the NEWSWEEK-Kaplan M.B.A.
program, NEWSWEEK Chairman and Editor-in-Chief Richard M. Smith spoke with
Trujillo about the lessons of his around-the-world career. Excerpts:

Smith: Is fair to say that Telstra was a troubled operation when you
arrived?
Trujillo: It had its challenges. Ever since competition was introduced it
lost market share every year. Margins were starting to contract, earnings
were being challenged. And that's why the board asked me to come in and
essentially set a new course for the company.

What's the new course?
Most of us as consumers are intrigued, excited and engulfed in a whole
changing lifestyle. When you think about walking around with MP3 players,
having high-definition TV, being able to get on the Internet, walking around
with wireless phones-all these things are enhancing our lives, but they're
also making things much more confusing and complex than they need to be. Our
vision for Telstra is about simplifying all that, and integrating all the
capabilities-your wireless and wired line telephone calling, Internet use,
cable-TV viewing, all of that-into one company. We intend to become an
integrated company delivering integrated services for customers so that they
can have whatever services they want, but making it one-button, one-click,
one-touch simple.

You've run three big telecoms. What have you learned at each step of the
way?
Decisiveness is extremely important-when you decide on people, on strategy
and on prioritizing the steps in whatever transformation that you're taking.
You can't dilly-dally, you can't wait around, you can't wait for the
hundredth percentile of information. You have to make choices, you have to
make bets, and you have to act.

How do you manage people in a multinational context?
One thing that you learn when you move off of this big island called the
U.S. is that there are many cultures, and there are many drivers behind each
culture in terms of what drives people. What you try to do is to create a
corporate strategy that gets executed within the context of the culture. But
there are some basics-the basics of cash flow, earnings, market share,
respecting people and performance-based management. Those are all constants.
But you have to operate within the context of local cultures, and you have
to be adaptive.

A wise man once said that the most important skill in this century will be
the ability to manage a multinational team. Do you agree?
Absolutely. When I was in the U.S., we talked a lot about diversity. When
you think about future leaders, those people who have experience being
multicultural have a distinct advantage and a sense about them when they go
to other countries.

What advice would you give to a young manager who for the first time in his
or her life has to manage in that multinational arena?
Listening is a great leadership strength. When you speak, be measured, be
knowledgeable, and have conviction in what you say. Be passionate. And
always remember, you lead by example.

What do you think managers who have only worked in the United States are
missing?
Every CEO that I know, whenever we have a chance to chat, I always say to
them that for succession-planning purposes, you've got to make sure that
your next CEO has lived outside the U.S. I grew up in the U.S., and I'm as
patriotic as anyone. But because we live in a global marketplace it's
important to understand how other cultures think, act, live, breathe and how
people make choices. So it's important that people go live elsewhere and
find out how markets work. After you've lived in a few places, you start
understanding in a global context how you can manage and compete even
better, how you can find talent wherever it might lie within your global set
of operations. All of us around the world are guilty of one thing: we're
more comfortable with people that are like us. But this diversity of
thinking, diversity of talent, diversity of skill sets is something that a
great leader should always be able to find, pull, attract and bring in and
integrate.

---

› See More: Sol Trujillo: Man of the World

Spivy little Wog of the World, actually.

Alan Parkington <[email protected]> wrote:

> From
> http://www.newsweek.com/id/34520

> Sol Trujillo is Mr. Global.

Wota ****ing wanker...

> In the last decade, he's been the CEO of three telecoms on three continents.

Because he keeps getting kicked out of country after country after country.

> To run global companies,

Which Telstra aint, ****wit.

> boards often want chief executives with global experience-

Which the ****wit mex aint.

> and few have more of it than Sol Trujillo.

Thanks for that completely superfluous proof that you have never ever had a ****ing clue.

> In the last decade Trujillo has run telecom companies on three continents:

Run them into the ground, actually.

> U.S. West in the United States,

Which was called US Worse when the ****wit mex was at the controls.

> Orange in the United Kingdom

Stupid poms who were so stupid that they couldnt even manage to
work out how completely useless the mex was for a while. Then they
came to their senses and gave him the bums rush, right out the door.

> and, since 2005, Australia's Telstra,

Only because that ****wit McGauchie has never ever had a ****ing clue.

> which he's leading through a transition from being a government
> -controlled utility to a free-market communications company.

Thanks for that completely superfluous proof that you have never ever had a ****ing clue.

> In the latest in his series of interviews as part of the NEWSWEEK-Kaplan M.B.A. program,

Wota packa ****ing wankers.

> NEWSWEEK Chairman and Editor-in-Chief Richard M. Smith

Wota ****ing wanker...

> spoke with Trujillo about the lessons of his around-the-world career.

The only lesson that ****wit mex ever managed to learn was that when
you have ****ed up completely, **** off to a different country where they
might not have heard about your latest complete ****up until they have
been stupid enough to sign the contract.

> Excerpts:

> Smith: Is fair to say that Telstra was a troubled operation when you arrived?

Wota ****ing wanker...

> Trujillo: It had its challenges.

And got many many more when you showed up, ****wit.

> Ever since competition was introduced it lost market share every year.

It would be a ****ing sight more surprising if it didnt, ****wit.

> Margins were starting to contract,

Bare faced lie.

> earnings were being challenged.

Bare faced lie.

> And that's why the board asked me to come in

Bare faced lie.

> and essentially set a new course for the company.

Bare faced lie.

> What's the new course?

Just you wanking yourself completely blind.

> Most of us as consumers are intrigued, excited and engulfed in a whole changing lifestyle.

Wota ****ing wanker...

> When you think about walking around with MP3 players, having high-definition TV, being able to get on the Internet,
> walking around with wireless phones-all these things are enhancing our lives,

And none of those have anything to do with Telstra.

> but they're also making things much more
> confusing and complex than they need to be.

Wota ****ing wanker...

> Our vision for Telstra is about simplifying all that,

Wota ****ing wanker...

> and integrating all the capabilities-your wireless and wired line telephone calling, Internet use, cable-TV viewing,
> all of that-into one company.

Wota ****ing wanker...

> We intend to become an integrated company delivering integrated services for customers

Taint gunna happen.

> so that they can have whatever services they want, but making it one-button, one-click, one-touch simple.

Wota ****ing wanker...

> You've run three big telecoms.

Into the ground.

> What have you learned at each step of the way?

The only lesson that ****wit mex ever managed to learn was that when
you have ****ed up completely, **** off to a different country where they
might not have heard about your latest complete ****up until they have
been stupid enough to sign the contract.

> Decisiveness is extremely important-

Wota ****ing wanker...

> when you decide on people, on strategy and on prioritizing the steps in whatever transformation that you're taking.
> You can't dilly-dally, you can't wait around,

How odd that you ****wits did just that with adsl2+ and FTTN

> you can't wait for the hundredth percentile of information.

Wota ****ing wanker...

> You have to make choices, you have to make bets, and you have to act.

How odd that you ****wits didnt do that with adsl2+ and FTTN

> How do you manage people in a multinational context?

Wota ****ing wanker...

> One thing that you learn when you move off of this big island called the U.S.

Wota ****ing wanker...

> is that there are many cultures, and there are many drivers
> behind each culture in terms of what drives people.

Wota ****ing wanker...

> What you try to do is to create a corporate strategy that gets executed within the context of the culture.

Wota ****ing wanker...

> But there are some basics-the basics of cash flow, earnings, market share, respecting people and performance-based
> management.

Wota ****ing wanker...

> Those are all constants. But you have to operate within
> the context of local cultures, and you have to be adaptive.

Wota ****ing wanker...

> A wise man once said

Wota ****ing wanker...

> that the most important skill in this century will be the ability to manage a multinational team.

Wota ****ing wanker...

> Do you agree?

> Absolutely. When I was in the U.S., we talked a lot about diversity.

Wota ****ing wanker...

> When you think about future leaders, those people who have experience being multicultural have a distinct advantage
> and a sense about them when they go to other countries.

Being a ****ing mex is completely irrelevant, ****wit.

> What advice would you give to a young manager who for the first time
> in his or her life has to manage in that multinational arena?

Wota ****ing wanker...

> Listening is a great leadership strength.

Wota ****ing wanker...

> When you speak, be measured, be knowledgeable, and have conviction in what you say. Be passionate. And always
> remember, you lead by example.

Wota ****ing wanker...

> What do you think managers who have only worked in the United States are missing?

Wota ****ing wanker...

> Every CEO that I know, whenever we have a chance to chat, I always say to them that for succession-planning purposes,
> you've got to make sure that your next CEO has lived outside the U.S.

Wota ****ing wanker...

> I grew up in the U.S., and I'm as patriotic as anyone.

Wota ****ing wanker...

> But because we live in a global marketplace it's important to understand how other cultures think, act, live, breathe
> and how people make choices.

Pity you dont have a ****ing clue about any of that.

> So it's important that people go live elsewhere and find out how markets work.

Pity you dont have a ****ing clue about any of that.

> After you've lived in a few places, you start understanding in a global
> context how you can manage and compete even better, how you can find talent wherever it might lie within your global
> set of operations.

Pity you dont have a ****ing clue about any of that.

> All of us around the world are guilty of one thing: we're more comfortable with people that are like us.

Wota ****ing wanker...

> But this diversity of thinking, diversity of talent, diversity of skill sets is something that a great leader should
> always be able to find, pull, attract and bring in and integrate.

Wota ****ing wanker...

"Rod Speed" <[email protected]> wrote in message
news:[email protected]...
> Wota ****ing wanker...
> Wota packa ****ing wankers.
> Wota ****ing wanker...
> Wota ****ing wanker...
> Just you wanking yourself completely blind.
> Wota ****ing wanker...
> Wota ****ing wanker...
> Wota ****ing wanker...
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> Wota ****ing wanker...


Ctrl-V stuck again Roddles? Or are you just typing what your mind is
currently pre-occupied by?

On Wed, 02 Jul 2008 19:48:15 in aus.comms.mobile Alan Parkington may have written:

> "Rod Speed" <[email protected]> wrote in message
> news:[email protected]...

No he didn't - he's been mis-quoted by Parky. Nothing new with Parky's
posts though.

PD

> > Wota ****ing wanker...
> > Wota packa ****ing wankers.
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Just you wanking yourself completely blind.
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker...
> > Wota ****ing wanker... Wota ****ing wanker...
> > Wota ****ing wanker...

> Ctrl-V stuck again Roddles? Or are you just typing what your mind is
> currently pre-occupied by?

--
Paul Day

On Wed, 02 Jul 2008 19:34:50 in aus.comms.mobile Rod Speed may have written:
> > To run global companies,
>
> Which Telstra aint, ****wit.

They're getting there. They just added stakes in Norstar and Autohome to
their list of other international interests: 75% in NWM, 50% of SouFun,
50% of Reach, TelstraClear, Telstra Europe.

PD

--
Paul Day

Will Kemp wrote:
> Alan Parkington wrote:
>> "Rod Speed" <[email protected]> wrote in message
>> news:[email protected]...
>>> Wota ****ing wanker...
>>> Wota packa ****ing wankers.
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Just you wanking yourself completely blind.
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker...
>>> Wota ****ing wanker... Wota ****ing wanker...
>>> Wota ****ing wanker...
>>
>>
>> Ctrl-V stuck again Roddles? Or are you just typing what your mind is
>> currently pre-occupied by?
>
> You're just jealous - cos bots don't have hands!
Shame it didn't get a couple of sound bats about the head

Paul Day <[email protected]> wrote
> Rod Speed wrote

>>> To run global companies,

>> Which Telstra aint, ****wit.

> They're getting there.

Nope, they're just pissing more money against the wall, just like Ziggy did.

> They just added stakes in Norstar and Autohome to their
> list of other international interests: 75% in NWM, 50% of
> SouFun, 50% of Reach, TelstraClear, Telstra Europe.

All pissed against the wall pointlessly, just like Ziggy did.

Some gutless ****wit desperately cowering behind
Alan Poxington [email protected]
did a dummy spit when its nose was rubbed in what
a ****ing wanker that ****wit mex has always been.

On Wed, 02 Jul 2008 08:23:40 GMT "Alan Parkington"
<[email protected]> wrote:

> Sol Trujillo is Mr. Global. In the last decade, he's been the CEO of
> three telecoms on three continents.

Alan Parkington is a toady of the world, constantly licking Sol the
Wog's arse, hoping for promotion from his pathetic life as a Tel$tra
shrill.

Tough titties, parky bot, you are still here.

Worse is, we still have to read your reams of ****, as Roddles would
say.