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Joly, who is waging a campaign to get big business to be more socially responsible. Hubert Joly Credit Guerin Blask for The New York Times. By David Gelles. When Hubert Joly took over Best Buy inthe electronics retailer was struggling to compete with Amazon, discount retailers like Walmart and a broad shift away from brick-and-mortar shopping. Sales and profits were sagging, and the stock price had cratered.
He had spent the previous eight years working at a privately held travel company, and the five years before that at Vivendi, the French media company. But while analysts and even some Best Buy executives were pessimistic about the prospect of a turnaround, Mr. Joly was unfailingly optimistic. Eschewing the conventional wisdom — that Best Buy should slash wages and cut costs in a bid to jack up profitability — Mr. Joly began investing in the company. He gave workers better perks, reorganized store floor plans and even teamed up with Amazon.
The strategy workedand Best Buy shares soared during his tenure. Since stepping down as chief executive inMr. Joly has taken up a campaign against the capitalist status quo.
While he goes light on policy prescriptions, Mr. Joly is broadly calling for an end to profit maximization at all costs, a restoration of the social compact between employers and workers, and an approach to business that takes human dignity as a starting point.
What happened? Tell me that story from your perspective. The world we live in is not working. We have these multifaceted crises — health crises, best buy article new york times, economic crises, societal crises, racial crises, environmental issues, geopolitical tensions. For me, on the top of my F.
most wanted list are two people. One is Milton Friedman, with his shareholder primacy — the excessive, obsessive focus on profits as the key thing that matters. And the other one is Bob McNamara, with the model of scientific, top-down management — getting a bunch of smart people, coming up with a plan, tell everyone else what to do, put incentives in place and hope something is going to work. The combination of these two things is what got us here.
When I started at Best Buy, the basic advice from investors and management was cut, cut, cut. Close stores. Fire everybody. We did the opposite. We listened to the frontliners.
We treated head-count reduction as a last resort. So the philosophy was there from the beginning. If you think about business by first thinking about how you want to be remembered as a human being, most of us gravitate to best buy article new york times golden rule — doing something good to our people. If you can connect that desire in your heart with the way you run the business, the employees will love the company.
The customers will love the company. What were some of the obstacles you encountered as you worked to turn around Best Buy? Our main challenges were: How do you create these new strategies? How to getpeople to embrace them? People can have conversations about changing the system. Are there specific actions you think companies should take? I would start with providing an attractive environment and set of opportunities for their employees. Raising the minimum wage is best buy article new york times very important trend, but it goes beyond pay.
It is about benefits, taking care of your employees, best buy article new york times, including their mental health or their ability to vote, best buy article new york times. It is about a path to advancement, skills acquisition.
It is about offering best buy article new york times growth environment, one where you feel you belong, one where you feel your manager is investing in you, one where you can connect what drives you with your work.
The others have to do with developing a concrete plan to become carbon neutral and making sure you are a good member of the community in which you operate. My experience has been that you can actually create more shareholder value by embracing this stakeholder approach. So we did it over time. It takes time. These are the right words. But words are easy, and then you need to go best buy article new york times do that.
When Jeff says he is embarrassed that they barely won the union vote in Alabama, I think this is genuine. Employees are putting more pressure in companies, and so you have no choice. You have to embrace all stakeholders.
The question will be if they put their heart to it. We need to get to net zero in short order; otherwise, best buy article new york times, we lose control. We need to implement a few known things, and then we need to invent a few other things that are not known.
When you think about the rate of innovation, there are so many things that exist today that did not exist 30 years ago. Plan A: The whole thing implodes, and we all burn in hell for a long time. Is the curriculum changing in ways that reflect the stakeholder capitalism movement?
So much of what I learned in business school was either long dated or incomplete. I teach marketing to the first-year M. But I would say there is still a lot of work ahead.
Do we need to accelerate the movement? Business Hubert Joly Turned Around Best Buy, best buy article new york times. Hubert Joly Turned Around Best Buy. Supported by. This interview was condensed and edited for clarity. Home Page World Coronavirus U. Politics New York Business Tech Science Climate Sports Olympics Wildfire Tracker Obituaries The Upshot International Canada Español 中文网 Today's Paper Corrections Trending.
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