I'm delighted to be here and

get the chance to talk to you guys and
have a dialogue with you.

And that's what really this is going
to be all about today is a dialogue.

I don't have slides.

I don't plan to present to you
slide where or about our company.

If you have questions about N.C.R.
I'm happy to answer your questions and

I'm happy to take any
questions about the company.

But I sat earlier with a few students and
kind of asked.

What's on your mind what do you want.

What do you want to talk about.

And I got back a few things and

I want to poll the audience to
make sure I'm on point with what

you want to talk about what where you're
going to get the most value at of my time.

The first thing the student said is.

How did you get where you got.

How did you get here.

How did you reach this point
in your life what were.

What were the things that allowed you
to become the chairman and C.E.O.

of a Fortune five hundred company.

The second thing they wanted to
talk about was how do we maintain

innovation keep innovation
alive in our company.

How do we do that.

Given one hundred twenty six years old.

The third thing was day in the life.

Tell us what your day is like tell us.

You know how your days usually go.

What happens to you when you get up in
the morning and if you get to go to sleep.

What happens in that timeframe.

So those were some of the things that were
on these students Mind you they resonate

with you by raising hands is that
reasonable good anything else.

Anybody wants me to dive into.

In particular.

So where do we see our company
five ten twenty years from now.

Great.

Well let me let me start with the basics
of you know how how does one get here.

And I think that you know that
that's a very difficult question to

answer because it forces you to talk
about yourself which is uncomfortable.

I don't typically spend a lot
of time in front of audiences.

Of any size really talking about myself.

So I'll tell you what I think.

Are some of the key
attributes of of how people.

Also with luck get here because luck.

Whether you know we tell you or not luck.

Features prominently as well
I think in this equation.

A lot of people won't tell you that
they will tell you they they make

their own luck.

Maybe.

I don't know when I got to
Cisco Systems in the early ninety's.

Nobody knew who we were I was
employee number seventy one.

It turned out to be a pretty lucky.

When I got there revenues
were sixty million dollars

when I left they were forty
billion in ten years.

Sixty million to forty
billion dollars in ten years.

That's hard to do and
that's a good choice.

Or luck.

You'd be surprised.

First of all I grew up in the Bronx.

I grew up in the projects I lived in
one bedroom tenement in the Bronx.

With a very hardworking mom and dad my dad
was a truck driver my mom was a teller.

They both worked full time.

We lived in a very tough neighborhood.

It was not an easy place to grow up I
was the minority in my neighborhood.

When I was a kid I had
parents who are great values.

Thank God I think that matters a lot.

Parenting and
how you really are your children and

that's why I think the presenter said what
I want to be known as I want to be known

as a great dad because I know
the impact it will have on my son.

It will have a massive
impact on him in his life.

The lessons that he's
taught through parenting.

But when you grow up like that.

And you go out into the world and
you see what's possible.

It makes you want to more you know you
you know I think very successful people

whether they'll tell you or
not tend to be overachievers in nature

of being an overachiever is OK by the way

being someone who aspires
to greatness is OK.

Being someone who wants
more out of life is OK.

And so I think there's a bit
of an overachiever and

all of a very successful people
that you'll meet somebody admit it.

Some may not.

I also think very successful
people have a fear of failure.

Not an unhealthy fear of failure.

Right now.
Not a very unhealthy fear of failure

I I am still I feel I am
still afraid to fail.

I dislike failing.

It bothers me.

But never to the point where I would
cross the ethical line in business.

So you have to know that that's
really critical in your career.

Sometimes people are so driven.

Sometimes they're such overachievers
sometimes have such a fear of failure.

They'll do anything
they'll cross the line.

And that's the difference between
someone who I think you can achieve

your goals your personal goals in life and
others who will not so

you have to have strong standards
about the line that you won't cross.

And sometimes when you don't.

It's painful because others might and they
might win as a result of it that time but

trust me you'll win in the end.

I know you'll win in the end.

And you always have to do the right
thing when no one is looking that that's

the most important thing when it comes
when it comes to ethics do the right thing

when no one's looking and
you'll always be OK.

But I think that you know I think that

a healthy fear of failure is one of those
things that makes people successful.

I think dreaming is good as a kid
when I was growing up I always

you know I didn't know it at the time but
you know visioning had a vision exercise

you know is thought about you know I spent
a lot of time you call daydreaming or

visioning what I want to get a life
is sometimes when you think it.

You know you think it.

And you're really out there thinking
about gosh this is where I'd like

the end state to be this
is the current state.

Here's the gap.

It's big.

At what do I need to do.

How do I get from here to
there as well you know and

that's something that I think successful
people do is they often times.

Plan with the future in mind.

Knowing with what they want the end state
to be knowing where you want to be at

some future point.

Knowing what you want your business
to look like five years from now and

where you are today and what steps you
have to almost make the assumption if I

did what I wanted to do in
two thousand and fifteen.

What would I have done in two thousand and

fourteen thirteen twelve
eleven to get there.

What were the things I
would have done right.

Write it and then work your way backwards.

I think very successful people do that.

US oftentimes to a fault.

To a fault.

But very very important and I do that.

Still to this day in business.

That's a major part of our planning
process is thinking through.

Where do we as a business want to be
in our strategic long range planning

review process.

And that's where we want to be.

What Did We Do What were we.

Successful at what milestones did we
hit working our way backwards to today.

I think successful people
do that all the time.

You may not like this but

I think very successful people
are extremely hard workers.

I know I was and I know by the way
you will sacrifice a lot for that.

You will sacrifice a lot.

Some people get there through luck.

I wasn't one of them.

You know we all know stories about
people who who are highly successful.

And they look like they fall into it.

Some people do fall into it.

Some people are just extremely
talented in a certain area I

mean if you're an athlete.

And you have great talent in
a particular area you may land there.

What you do with it is
a separate issue because I

know I know lots of that elites who made
millions of dollars and are failing.

And some that are broke.

So.

You may get there.

It's what you do it when
you're there that matters but

I do think that you will work really hard.

Many hours and along the way you

sacrifice a lot you sacrifice
a lot more than you know

you know days are long and
they're hard and

it's arduous it's a fact you can't get
there without working really hard.

Unless you get really lucky and
I never bet on luck.

I just wasn't one of those
guys who stepped into it.

I think my journey in life

help me you know I grew up in a very poor
family in a very difficult and tough area.

I grew up fast because of it.

So I would say my journey in life
helped no question about it.

Things never came easy so
I don't work hard for them.

And along the way.

It's important to develop mentors.

For me.

Mentoring men was a big deal in my life.

People I wanted to emulate.

People I thought could teach me both
both by the way was right and wrong.

Many of my mentors taught
me is as much about.

What works as much as don't doesn't work.

When you study them then you
work with them long enough but

I was lucky enough during my life
to a state to find mentors and

by the way mentoring is not
oftentimes a situation where you have

a formal relationship with someone
that doesn't really work because they

oftentimes don't have enough time for
you even have enough time for

them it's really still studying the people
who are highly successful trying to get

some of their time sit down with them
understand trying to build a relationship.

With them understand
what makes them tick and.

And figuring that out and

then of course if they give you
you know a couple hours a quarter.

You're blessed to be able to study more.

But I was very lucky in with respect to
mentors so I think mentoring got me here.

You know as well I mean there
are people I say I hitched my ride to

in my career that were really
important to me whether I so

when I started my career at I.B.M.
I was a co-op student.

I was working I was working my way through
college I went to school at night.

It took me five years to graduate
because I worked during the day and

went to school at night.

The last few years after I played football
in college and realized I wasn't going to

be a professional football player
just wasn't good enough and

my grades were suffering and
my first year.

I quit.

You know my passion which was sports and
football at the time.

And buckle down went to work and I went
to work for I.B.M. as a co-ops and I sold

copiers many of the audience may not know
this but I.B.M. used to sell copiers.

And I ran into the my
first mentor at I.B.M.

and he taught me a great deal about.

Customer relationships about
marketing about selling and

life and
life he was a he was a great man and that

year I was the number one cop your sales
person in I.B.M. in the United States.

And I was nineteen years old.

I was when sharkskin suits
they did not go with I.B.M..

At the time I was not your typical I.B.M.
or at all.

And I had a lot of success
why because I worked.

From six in the morning till twelve
at night unless I was in school.

And I was I was determined
determined to be

someone who made a mark there who showed
up on the radar screen of others.

But mentoring helped me.

They're the Cisco Systems.

One of the greatest C.E.O.'s I think on
the planet today is John Chambers he's

he is a friend of mine he's a mentor of
mine he was a close mentor of mine and

he took a shot at me I was a kid
from the Bronx who went to work for

Cisco Systems selling.

And I was the number one sales person my
first year there as a number one regional

manager my second year the number one
obstacle to the third year there I

kept getting promoted and tapped me on the
shoulder I was running the New York office

at the time he said I want
you to move your family

to Singapore and I want you to run Asia.

I said You're kidding me right.

He said No that's what I want you to do

I was married at the time I still am
married to the same woman twenty three or

twenty three years later and she said
no I'm not moving and I want to move.

You know our families big
Italian family close.

Lee you know around us and
I don't want to move.

I took her to Singapore at the time.

Singapore was on fire.

If you remember in the ninety's there was
a lot of fires in the knees you they were

burning the trees were burning
the smoke was coming over Singapore.

She went over there smoke was all over the
sex that moving here this is a disaster.

Finally convinced her to move.

John Chambers actually
convinced her to move.

And it was the greatest
experience of my life

because I had to live in Beijing and
China.

Most of the time building the China
business for the company and

my eyes were open just
tremendously to this incredible

world that was outside of
the US This unbelievable.

Growing economy this incredible culture
of China China is a fascinating country.

Fascinating history incredible culture.

You know a wonderful business
opportunity for all.

Then he tapped me on the shoulder and
after I was in Asia for

a few years I said I want you to move
to Europe and I want you to run Europe.

He said OK So

you want to move from Singapore to
Europe not yeah I want to do that.

OK.

So I moved my family to Europe and

I lived in Europe a few years and
I ran Europe for the company.

All of Europe Middle East and Africa.

Another set of culture experiences I
never would have had another set of

opportunities I would have had all
because of a mentor somebody who believed

in me and someone who took
a chance on me and you have to ask

yourself the question why and I think if
you asked John why I never asked him.

It's a good question.

I'll ask him next time
I think he would say.

I really didn't know you but

you had incredible results in the job that
you were doing and results matter and

in business whether you like it or
not results matter.

The numbers you post are meaningful to

your success and
you can't do well without hard work.

So we saw somebody who was
working their tail off

getting the numbers done
really didn't know me.

Had relatively reasonable
personals skills in front of

a customer had done well and took a shot
but a mentor and then and then he and

I and then I studied him and I still to
this day do he's a fascinating leader to

to watch and work with and
I've had so mentors.

A little bit along the way
really really meaningful so.

I I want to stop there for a moment as I I
think that I've given you a little bit

of historical perspective on me some
of the traits that you that I think.

Make up.

Leadership that you normally
don't talk about in this room

where you normally talk about what.

I think corporate speak
candidly about leadership.

I give you all of that if
you want it in spades but

I don't think underlying good leadership

those things matter unless you have
some of those other traits I described.

Let me stop there and

ask anybody have any questions about
that before I go on innovation.

It's OK it's off topic it's
all you can be off topic.

Question was how is answer
adjusting to self-service online.

And this incredible movement of.

Online self-service the Internet
is the biggest self-service

technology in the world having come from
Cisco I have a great appreciation for

the Internet and I think as a company.

It's dovetails nicely with
innovation the next subject for

me because we are a company

whose roots are largely in hardware
development hardware engineering.

Not necessarily in software engineering
and or in multiple channels but

we've made a significant shift the last
few years to move into mobile and

online self-service you'll find N.C.R.
today.

For example on your mobile
phone if you're downloading

a web based application from J.P.
Morgan Chase to do mobile banking.

It'll stay on the bottom powered by N.C.R.
so you'll find us now both online and

mobile in fact if you go back to your dorm
and you go to Blockbuster Express dot com.

Which is not Blockbuster is an N.C.R.
company.

That's our website and
you can look at our movies.

We we rent.

We went about a million movies a week and
see our through kiosks and

online and so you can check out
the movies we're renting you can

reserve it online you can pay for
it online and they'll be available for

you at the kiosk when you get to
the store buy a swipe of a card.

We have banks that host all
of their online self-service

financial applications with N.C.R.
we build the application and we host them.

We do it for health care and
we do it for travel.

If you go to the airport today and
you check in at the airport

using a self-service kiosk ate
at a ten times you're using and

see your product we have eighty percent
market share in that space so and

that's a merge channel solution because
when you go online to Orbitz dot com and

we use Orbitz we run orbits we
are Orbitz essentially we run Orbitz.

All of that self-service
technology online is and so yours.

And so I think we're adjusting well
over the last several years as we

change our company but the change
management program in the company the last

several years to get there from here
has been challenging difficult and fun.

We have a long way to go as well.

In healthcare we do self-service check in.

We do appointment scheduling
we do way finding and

we are doing some front end
electronic electronic medical record.

Like applications for
example prescriptions online.

So if you go to a health
care institution and

you're checking in with a mobile
Web Pad or a kiosk electronically.

You know we all go to the doctor and
we fill out the same seven pages.

That's really it.

It's really inefficient and annoying.

I don't know why we all thought
the same seven pages once and then.

That information follows us.

That's the technology we
build it follows you so

you can fill it out once and
then you can check in.

So you don't need the people behind
the counter to check UN If you fill

out those seven pages and then they
ignore you for the few for a few hours.

You can also with our scheduling
application you can schedule

all your appointments with the doctor.

Online and we S.M.S. text you.

To remind you about your appointment.

We have some S. text your lab results
before you go to the doctor so

you know which cholesterol levels
are before you walk through

the door as a whole host of solutions when
our offering for health care institutions

the problem with health care is that
health care institutions generally

are not investing in technology they

are the laggards of all industries with
respect to investments in technology

the typical S.G. and A is that I
cna sell general initiative cost.

OK.
The typical S.G.

in a percent of a corporation's revenue.

How much we spend on S.G.

and A is somewhere in the range
of sixty eight percent.

Of revenues in health care.

It's thirty five percent.

It's egregious it's
completely inefficient.

It's completely embarrassing and
because they don't.

They've not had the same
challenges competitively speaking.

Their business has in terms of making
their enterprise more efficient.

They're not forced to because
most of them are nonprofits.

And what your goal.

If you're a nonprofit The problem with

the system a massive problem the system
not the least of which is its twenty

percent of our current G.D.P.
which is close to two trillion dollars and

getting worse while patient
care doesn't get any better.

Technology can solve a lot of problems for
health care not all of them.

But if they were more efficient.

And we're spending less on S.G. and A they
can buy better better medical equipment.

They can provide better patient care.

They can lower the cost for
you and reduce our taxes and

our burden related to
our health care system.

It's not very difficult to actually issue
was over intellectualized in the press

in my view they are not efficient period.

They are not incentivized
to be efficient period.

Companies like N.C.R. can help that.

The question was is I I I
quit my passion early on.

Am I happy I did that and
whether other avenues I could've.

I could have pursued.

With respect to my passion.

You know in the interest in when you're
an athlete in a I played in a Division

two football school.

I played Division one
double a Division two.

And you quick.

You quickly realize you know whether or

not you or
you are good enough when you play against

other people who are more talented than
you and you have to be pragmatic I think

with respect to you know is does does
this particular Evan you have a future.

I by the way I am now
living through my son.

I'm vicariously living through my son and

of course I'm putting all
the pressure I can on him.

To be hugely successful and
I tell him that just so

you know dad has an issue here and
you just need to be aware that

dad is going to live through you and if
you fail I'm going to be pissed off but.

But.

But he's fourteen and bigger than me so
he has a better shot.

So.

I did have options other than that.

But you know that you will
find you will find that

you have to seek out what's underlying
the passion for me it was competition.

There's no better competition
in business business is

great if you're a competitor and
that's another trait.

Of a really strong leader.

I find most of them are really
competitive and hate to lose.

Despise losing it's visceral.

So for
me what I found in business was I found.

Competitors.

They wanted to win they wanted
to beat me personally and

when they did by the way they took
money away from me you know I

they it was it's real Your business
is highly competitive it's

real when you're on the you know when
you're pounding the pavement you're

fighting against direct competitors who
have similar products similar services.

It's you against them.

So underlying this this great passion I
had was this really strong competitive

spirit that I found played really well in
business and I love it and I still to this

day love to compete love it is nothing
more fun then and beating the competition.

It's great.

How do we survive the recession.

We buckled down in terms of cost and
expense as hard as we could.

But we didn't sacrifice
investing in the company.

Otherwise I would be
standing in front of you.

Because we've invested many tens of
millions of dollars coming to Georgia.

From Dayton.

And that's a long story and
a very interesting one.

If we had time.

We focused on the world

the way it is not the way we
wanted it to be we focused

our time on the things we can control
not those things outside of our control.

I can't control the macro economy.

I can't control my customer's budgets.

I can't control geo political instability.

I can't control sovereign debt.

But I can control my expense
line my budget the way we

behave those things we invest in
how we work day in and day out.

So we focus on what we can control and

we're also a strong company with a good
balance sheet lots of cash and that helps

helps see your way through these periods
of time but it's by the way it's not over.

This period that the great
recession is not over.

Don't don't read the press.

It's a misnomer to suggest
it's over because what we have

in front of us I think is and this is an
overused phrase but it does describe it.

Well the new norm.

This is very new and the world in
which you live is very different than

it was three to four years ago just as
much opportunity just as much excitement.

I think but different.

You know so
you need to adjust to different.

How do I deal with
negative press not well.

Anybody who tells you that negative
press rolls off their back

is full of you know what if
the negative press really bothers you.

Bothers me.

Maybe doesn't bother some people.

It bothers me how you deal
with it though you know you

you deal with negative press
well before the negative press.

By making decisions that
you think are right and

that are ethical and dignified in
terms of how you execute them.

So well before the negative press comes
you should have thought through whether or

not you handle the situation properly.

Sometimes you don't you will make
mistakes I've made mistakes you will and

sometimes negative press is warranted.

Sometimes it's not.

I would say most of the time.

Most of the time.

But there are some times it is and
you have to read it.

Take a step back have
a conversation with yourself.

Is you know what do you
think about that is a true.

You have to change something about myself
I think highly successful people by

the way also have an intangible that's
really important for you to know.

And to get in touch with and that's E.Q..

I think highly successful people

have a very high emotional
quotient not an I.Q. but an E.Q..

I never had the greatest
grades in the world.

I had good grades.

And that the best grades a good grades
three Dato student I wasn't the best idea.

Go to the best school in the world

but I'm entirely self-aware.

I think I'm very empathetic and
I can read people fairly well and

I can be empathetic and
I'm appropriately self-confident

enough so E.Q.
is important particularly self-awareness.

You have to know what you're good at and
what you're not good at

because if you don't know what you're good
at you will never hire the right people

and if you want to be really successful.

Trust me.

You have to field the best
team you can in the world and

that means that if you're
not good at something.

Go find that person who's good at that and
put him or her right next to your side.

And that takes self-awareness.

To a degree a lot of people don't get
in touch with they're not able to reach

inside and say I suck at that I'm going
to get somebody who's good at that right.

And that that's an important
thing to do and

then empathy I think is critical
because you can't manage people unless

you can get to know people and you can.

Be empathetic with people
most managers are completely

you know they're missing that right.

And there's so many different ways you
can touch people when you lead them.

You know so many little secrets of how
you can touch people by stand this close

to this girl she's feeling differently
right now I can guarantee you.

But I can have a different
conversation with her in

a personal conversation with her.

And she'll feel differently
when I walk back.

Don't you.

So empathy is important.

I you know I do as much as I can mentoring
it just takes a lot of time and effort.

I do as much as I can.

I mentor the people honestly that I
think have the potential to be great.

I guess I don't have time for people who
don't invest in themselves don't have

the you know don't have the aptitude
candidly don't have the results.

I don't think will get there from here.

So there are a mentor as many people as
possible if they have aptitude results and

desire and
I see that intangible burning spirit.

You know the thing that you can you
can't see but you can't touch but

you can feel in a room with
someone I mean I look for passion.

Look for three things in people passion.

I look for intensity and
I look for ethics.

I assume when you walk in the door.

You know you're you have an intellect.

Sometimes you don't but
there quickly ferreted out.

On the green in the back.

And I was a young kid that
ever start a business.

My first job was a I read a paper route.

I never started a business.

I started a paper route when I was eleven.

I worked as a janitor in my school for
the summer to make money.

I worked in a variety of jobs
in a video store so movies.

Anything anything I could do to pay for
school.

Tips or strategies for work life balance.

There isn't any.

If you have a desire
to be very successful.

You better have a partner in life.

That's signed up to what comes with it.

I have no work life balance.

I never did I never will.

I try hard.

Like I won't miss any of
my son's football games.

Because of course you know
I'm sitting there and

I'm very I'm told you do that right.

I'm his coach but I will miss is
basketball games on the cross games I have

to he's not that great at basketball
across Don't tell him I said that Graeme

but I you know you can't make everything
so you would you have to do is make

what's important to you and
it's a meeting.

It's on my calendar.

It's a meeting meeting
with Sun a football match.

Right.
You have to make it important.

You have to stick to a date
with wife on Friday.

It's on there if you don't put it on
there somebody will take it from you and

by the way when you're very successful.

You've got five people
splatting your day for you.

I mean.

I look at my calendar in morning it looks
completely different than the before and

things are stuffed in
the fifteen minute increments.

You know as opposed to
an hour increments right.

So it's very different.

But work life balance
does not work in my view.

You can try and for women in particular
to give the women in the audience.

Great advice I have very
successful women who work for

me who have achieved work
life balance to some degree.

I give them massive credit women I find

generally speaking particular
if you have children.

Are better time managers than
men much better time managers.

They're therefore more
superior time out of you.

And I find that they work later and

they tend to work on weekends
more then then the the men do.

And when you find if you are a man in
the audience and you are very successful.

I would argue that you you you will
when you have women who work for you.

You know there are big differences

between very successful women a very
successful men to work for you.

Get back to E.Q..

The discussion we had before you
will eat you will be you will

learn a great deal about how
to work differently yourself.

I learn from the women who work for

me how to work smarter how they do it and
I'll ask them.

I want to one woman who works for
me was my general counsel and

she's got several children and I was asked
her how do you know how how are you able

to carve that she said well this is what
I do know this is my my plan of action.

I go.

That's that's good.

You know I never really thought of that
that's that's a good little trick.

And you're.

Mistakes I've made in my career.

I have probably.

You know made more mistakes on
accident than you have on purpose.

Right now.
At this point in your life but

there you have make a lot and
you have to be.

I think I think you really
have to be comfortable

with the fact that you can
make lots of mistakes.

Mistakes I've made.

I made a few blunders.

One has to do with.

Be careful you know you don't.

You have to be more I think
patience is important in work

particularly when you're younger
you know I was very ambitious.

If something came along from the outside.

I looked at it.

You know and and and I would maybe
you know go on those interviews and

take a look at that job and.

Oftentimes it didn't turn out
to be what I expected it.

Grass' and really never really
greener on the other side.

It's just a different shade of green
oftentimes I mean there are good reasons

sometimes for you to leave your you know
you're from but I'm not advocating stay

in the same company for thirty years
it doesn't work anymore but be careful.

You're not jumping ship because you're so
ambitious to get to the next.

Job the next title the next
twenty thousand dollars.

It's that that could be
a mistake I made that mistake.

You know when it cost.

It did cost me I think experience in and
otherwise.

I think one of my mistakes was leaving
Cisco at the time I left Cisco.

For me.

I was on an incredible track.

And you know I don't
know where I'd be today.

But I think it would be.

A role that I would have enjoyed now
in hindsight given where I am today.

I can look back and
say it was a good decision but

at the time I probably was one
of those situations where.

I was anxious and I wanted to.

I wanted to be a C.E.O..

I was offered to me and I jumped and

perhaps what was the best
decision to make of that time.

I would say.

Other little things you
should watch out for.

For.

It's a cut throat business is
a cutthroat world be careful.

This is going to sound.

Maybe you may not like this but
I think you have to be less trusting

a little less trusting of people and
their intent and their motivations and

they says I've been burned with the bad
press stuff I've got lots of good press.

As well but

I think putting that aside I think you'd
be very careful in business because

not everyone has your best interests at
heart not your colleagues or your boss or.

And that's not to say that there aren't
good people that we all you'll you'll find

you will I.

And when you find him you find
good people latch on to him

you know and and but just be careful.

If I think of anything else along
the way I'll I may jog my memory.

I'll tell you.

The

best way to combat the press or
negative press in particular that.

Well that that's

my negative press events
really I mean I haven't much.

My negative press of that was when
I move the company out of date.

And this is a hotly
debated subject with me.

So you hit on something
that's interesting.

Between myself and several members
of my senior leadership team.

Because you know when you when you
see those articles the first thing

you want to do is lash out and say.

That's not true and ninety percent
of what was written is was not true.

Then again.

Do you want to get into
a fight with the press.

Where does that lead.

Is that a useful is that
useful time spent for me.

In my role to engage in a press
fight with the Dayton press.

If it were the New York Times or
The Wall Street Journal.

Perhaps it's worth and

I'm not saying that's what I'm saying
your audience readership is small.

You have to pick your
in Choose your battles.

I think with negative press.

I have gotten to a point though where.

If it happens again I will
set the record straight.

More in more quickly more and

intently that by the way you'll get advice
from crisis communications managers in

your career people get paid lots of money
to tell you what not to do and what to do.

To never engage in a press war.

It's not worth it.

Let it go.
It'll be gone in a few years you

know nobody will remember it.

I know you know I just ethically
can't I can't allow that.

If somebody is not writing
fact based truths.

I can't allow it.

I mean that's maybe that's a good
thing that I should learn from.

But if it ever happened again I would be

much more quick to the punch
to set the record straight.

Than not.

That's advice I think you have to be
careful with because there are people who

would tell you not not not to do that but
I think it's unfair.

Right.

And so if it's unfair to me when
things are unfair you have to

deal with them straight up.

I can't even fly over like Ohio now.

If I scud missiles with my name on them.

Although I will tell you this.

Le Bron James did me a real solid.

I he really helped me in Ohio.

I was so pleased when he went to Miami.

Because beyond the negative press is there
anything I would have done differently

with respect to the move from Ohio.

I've given that a lot of thought and
the answer is no.

First it was a flawless move.

We announced a June first
of two thousand and

nine we were done June first
of two thousand and ten.

It was done flawlessly.

All of the potential downsides of the move
in terms of losing tribal knowledge

domain knowledge and talent never
occurred we were a better company for it.

The talent in the state is awesome
talent in the city is awesome.

The school is a great feeder system for
talent for us.

We were able to acquire
really good quality people.

When we hired here in the Atlanta area.

I handled myself like a gentleman
with the governor of Ohio.

Even though I could have buried him.

I handle myself Well I think
with local politicians there.

With dignity and

most importantly I treated the employees
of our company in Dayton with dignity.

And that's important was the most
important thing to me that people

were treated well on the way
out of the company of those

who did not make the journey with us.

Treated extremely well financially.

And post employment wise
that to me was critical and

after that the rest are distant to use.

And.

The ideas that ensure has to go into
emerging markets views of innovation.

First of all let me just say.

This.

Really important for you.

Critical for you.

Emerging markets they're
the future of business

and I'm not just talking about Brazil
Russia India China they're the obvious.

But there are to or two.

Emerging markets like Indonesia.

Like Egypt.

Like Poland the Czech Republic that
are really important emerging growth

economies that companies who are global
in scope like ours we operate one hundred

twenty countries need to have great
successes and they are different.

They are fundamentally
different than Western markets

mature markets Europe Western Europe or
the U.S.

and critical for our growth critical for
you in terms of your success.

You'd be surprised.

We learn as much from
the emerging markets.

As we probably are able to
transfer in terms of knowledge.

I think there's a a mistake
that some people make in that.

We can bring them technology that
perhaps may be more advanced than they

can develop themselves.

That's not true.

These are highly advanced countries and

societies that have wonderful
technology wonderful talent low

cost and are disruptive in
quantum in their thinking.

India Today when you go there
is it's a fascinating place for

engineering particular hardware
engineering these they're they're taught

to think in very destructive
ways about technology.

Their idea of of value engineering
a product isn't incremental isn't it's.

I want to to think that I want to
take I want to cut the cost in half.

Not by twenty percent.

I want to create something that's
more higher quality better.

At half the price.

I mean they just built
a chewed thousand dollar car.

I can't build to do thousand.

So easy.

Think about what's going on in some of
these emerging markets we actually want to

export some of that in
that skill set to us.

So be be smart enough and

self-aware enough that when
there's best practices elsewhere.

Each take them into your company
no matter where they're from no

matter where they're from.

Because what you're after
is not best practice or

doing things as well as another
company's already done but

next practice becoming
the company that others follow.

And if you're aggregating all of these
great ideas from India from China

from Brazil from
Eastern Europe from Africa.

Another great opportunity coming and
you're aggregating this thinking

this knowledge and collecting all this
knowledge and sharing all this knowledge.

You'll be a better company for
it a better system.

It's companies today have
to become social networks.

Within themselves.

That's going to be very hard for
a lot of companies because

they're not thinking in a contemporary
way but to share knowledge and

information across many many different
types of barriers and boundaries.

There are lots of barriers and
boundaries and companies.

There are institutional in some

ways because most companies
are built very hierarchically.

Much like military was I mean
most organizations are built

like military foundations as
opposed to social networks and

that's going to change over the next
ten years can be a lot of innovation

in organization structure and
how organizations are designed.

Built.

And communications is layered into that.

But emerging markets for us are critical.

We are by the way eighty
percent of my revenue does

not come from the United States.

It comes from outside
the United States we're bigger

company in Europe than we are on the U.S.
we do it.

We are the world's market share
leader in the emerging markets.

I have the highest market share.

Of any of my competitors in China
including Chinese companies.

So you need to think about that because
doing business here is very different.

Having lived there I can tell you
doing business here is incredibly

different than it is here and
you have to understand it and

know it at a level of capability that
allows you to to be successful there.

I take that sentiment.

For years.

So how do

I had no idea to a different culture how
to how did I adapt to a different culture

I can tell you the first day I landed in
Beijing this kid from the Bronx I got it.

I was walking through tenement
square with a cappuccino and

I was thinking wow this
is this is this is new.

This is not where I come from.

And by the way when I was there on
the weekends I was also like one

of the tallest guys.

So I was like the greatest
basketball player in Beijing.

Everybody wanted to hang with me right.

So I was like awesome until I came back
home and then I got killed playing

basketball but I lot of fun there
I made a lot of friends there.

And when I decided to do was
to learn the only way again.

Self-awareness the only way for me to
be successful there was to figure out.

The country.

I needed.
To dig into their culture their history.

I think if you dig into
a country's history.

You learn a lot about the country you're
doing business in these books like kiss or

shake hands or hug or shake what I
don't know the name of the books and

lots of books out there.

Do yourself a favor if you go to another
country learn about its history because it

helps shapes it help shape the culture and
thinking around people.

And then you know China has
five thousand years of history.

We have little over two hundred
twenty in the United States.

Little bit of a difference.

And you need to learn it and
to be a need to really understand it.

Understand the culture and
one of the things that shaped China so

dramatically still to this
day is a cultural revolution.

Now as cultural revolution may
still it still has massive

impact on particularly digital immigrants
like me my age group how people think.

How they think and so.

For me I don't I dove into
the history of the culture.

I I read everything I could
read as quickly as I could.

I'm not a reader.

I don't read a lot of books.

I can't remember the last book I read and
to and.

I spoke to a lot of people I
created a lot of relationships

with people and I was also a little
bit lucky to get back to luck.

I was working at the time on
what's called China net so

I got the chance to meet with
the president of China several times.

Jiang Zemin and his whole staff.

One of my mentors who turned
out to be going to own G.P.

who at the time was a very senior liberal
person in the Chinese government.

I worked with a number of senior level
people because we were essentially

laying the groundwork for the Internet
in China in all the universities and

that was a very large billion dollar deal
so I was lucky enough to be in a situ.

Ration where I was ingrained very
quickly into the society and

culture by virtue of
the people I was meeting.

As well.

I would also tell you
that a hard thing for

Americans to do when they go overseas and
they visit

particularly emerging markets and
because when you go to emerging market.

You know what you see.

You see poor infrastructure and you like.

People don't have roads.

You see a confusing culture around
you know cultural norms that you.

You know go away and you create
this wrong perception immediately

that we are more superior we know better.

Where the smartest guys in the room.

Take that and bury that crap.

That is not the fact because if you
have that attitude in those countries.

There is no way you will be successful.

Be a learner.

Be a learner be somebody who
wants to learn from them

want to understand their culture
understand their business practices

in China particularly you know that's one
country I could tell you where you know if

you do business in Western Europe or
the U.S. or other markets like Brazil.

I would describe decision making kind
of you know in the horizontal or

vertical in China is diagonal.

You know if there's their political system
their business system their culture all.

Is figured into how
they make decisions and

it's a mind bender for
for Western Westerners.

It's a mindbender unless you figure it
out and make a really throw you off.

Oftentimes what they say is not what they
say the way they communicate is different.

So you have to learn the market
you're going into and

be humble enough to want to learn from.

These markets.

Where I see the world in twenty years.

I'm an optimist by nature.

My belief in life is that optimists and

pessimists die the same way they
just live their lives differently.

I'm an optimist by nature and
I think in twenty years.

I think we're going to see a tremendous
amount of of of rapid innovation.

I think we've seen in the last twenty
years incredibly rapid innovation right.

Escalating innovation
quotient twenty years ago.

Nobody in this room.

Knew there was an internet
look at it today.

I mean just think about twenty
years ago I was carrying

around a five pound Motorola cell
phone that work so intermittently.

I just look cool having one
because it never worked.

The the speed of technology innovation is
going to change so dramatically so quickly

and I think it's going to be a world where
we see great advances in medical advances

great technological advances and I only
hope that those advances advance mankind.

At the same time because that's
the one thing that what I worry about.

A bit is how do all these
advancements affect something that's

completely disconnected from them which
is the human spirit the human condition.

If you will cause i don't like some
of the things that have happened

from a technology point of view
to the human condition today.

Right.

I mean I think that my son
goes to four on texting

you know if I can't have
a conversation with you at dinner.

Because your phone is on your lab and

you're texting eight miles
a minute that's not good right.

That's not healthy.

You know if you can.

Pleiad Zorba by texts and emails in your
life you weird is the the most important

aspect of business come into play which is
building that relationship with people.

The human condition.

If you will.

I think the notion of.

Of some things I see on television.

You know that have that have
changed the way people think or

you know crazy this Jersey Shore
crap I mean really think about it.

Think think think about
the entertainment of value of that show.

I kid from the city I can tell
you I mean it's scary you know so

I think there are there are there
are advances in technology that have

to help the human condition as
opposed to the opposite of them but

I'm very optimistic about the world.

I do think China will become
the largest the largest economy within

twenty years in the world.

So if you don't know.

Mandarin I suggest you take it.

It is a wonderful language very
difficult language to learn but

I would argue it's one of the most
important languages to learn and

if not for you for your children to learn.

I would tell you that the emerging
markets are going to be in

twenty years the most important markets
in the world to be successful and

the world will be far more connected.

I don't know how it can be but
it will be that it is today.

I think the U.S.
will continue to be very strong.

Regardless of the you
know the the whispers

of our demise I think we'll be very very
strong as a nation because ultimately

this country is made up of great
people and wonderful spirit.

But.

What's the future of the twenty

first when you're actually in the twenty
first century manufacturing in the U.S..

It's very important to the U.S..