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1、1NOVEMBER2010operationspracticeMcKinseyconversationswithgloballeaders:JimOwensofCaterpillarCaterpillar’sformerchairmanandCEOreflectsonanunconventionalcareerpath,organizationalchange,andhowandwheretostaycompetitiveoverthelongterm.2Duringhis38-yeartenureatCaterpillar,JimOwenssawt
2、heconstruction-equipmentcompanyrecoverfromthefinancialbrinktobecomeanindustryarchetypeintoday’semerging-marketgrowthstory.Inthisvideo,thelatestinourinterviewseriesMcKinseyconversationswithgloballeaders,Owens—whoretiredaschairmanonOctober31—talksaboutthatevolution,hisownjourney,
3、andtherolebusinessleadersplayinrebalancingneweconomicrealities.Hans-WernerKaas,adirectorinMcKinsey’sDetroitoffice,conductedtheinterviewinSeptember2010.Managinginthedownturn:ThegamehaschangedTheQuarterly:Jim,unlikemostCEOs,youareaneconomistbytraining.Howhasthatuniquebackgroundsh
4、apedyourviewsontheglobaleconomiccrisis?JimOwens:Intermsoftheeconomicsideofitall,hereatCaterpillar,wethinkaboutscenarios.Andso,wekindofsetthosetrendlevels,ifyouwill,andthenthehigh-lowsthatwewillhavetodealwith.Andreally,withinthefirm,webreakthatdownintothesub-elementsofourbusines
5、s,becausetheassetstosupportthebusinessaretiedtothat.Andso,we’vegonethrough,inourstrategicplanningprocessatCaterpillarovertheyears,we’vereallyworkedonthathigh-lowmentalitywithalotofemphasis,becauseeverybodyisinclinedtobeoptimistic.Inmanyoftheindustriesweserve,beitglobaloilandgas
6、industry,miningindustry—certainlyconstruction,housing—theseindustriesarehighlycyclical.Andthecapitalgoodsdimension,youknow,fluctuatesevenmorethanthemacroeconomic,GDP-typedollarsassociatedwithit.So,wejusthavetobepreparedforthosekindsofextremes.TheQuarterly:Andhastheeconomiccrisi
7、sshiftedanyofthemorefundamentalstrategicpriorities,directionsofCaterpillar?JimOwens:No.Youknow,Ithink,interestinglyenough,weputtogetherourVision2020,ourlong-termstrategy,backin2004,2005.Ithinkit’sstoodthetestoftimeverywell.Weknewtherewasamegatrendafootintheglobaleconomy,ofemerg
8、ingmarketsgrowingattwotothreetimesasfastastheOECD1coun
