>> Cable&Wireless: A corporate turnaround >> Download PDF >> Date: 01/06/2007 Jim Marsh, CEO, explains how his journey to turn around Cable & Wireless requires hard work, customer-focus and a reliance on his colleagues to deliver. The maxim “irresistible force meets the immovable object” could have been coined to describe the impact Jim Marsh has had on Cable & Wireless’ Europe, Asia and US business (formerly known as UK), since he became its Chief Executive just over a year ago. Now, led by Marsh, the company is in turnaround mode following a major structural overhaul, a focus on multinational corporate accounts and a new ‘customer-experience’ strategy. Marsh is a chartered accountant by training, specialising in corporate finance and recovery, and insists he was not daunted by the challenge of transforming the fortunes of Cable & Wireless. Although he didn’t necessarily expect to find himself in such a critical role in the telecoms industry at this stage in his career, he’s relishing the challenge. “Ultimately, this is more inspiring than daunting. I feel proud and privileged to have been given the opportunity. I hadn’t expected to have the role I now have working in a telecoms company that is known around the world - it’s a fabulous opportunity.” Keeping up with evolution “Our story stretches back over 100 years and we have seen technology evolve through cable, radio, satellite and beyond, to a new era of international communications. Throughout, we’ve developed our business to suit the constantly evolving global communications marketplace. “What I always felt and imagined was that this was a job that I could do, but I honestly didn’t expect it to be in a telecoms company because I had no experience in this industry – my background is in retail. “However, that lack of sector knowledge is a good thing because you come to the job with no preconceptions, so you can see things more clearly. You can certainly see the big picture afresh. “In fact, this is a view we take across the company. We actively look to recruit roles from different sectors – not just telecoms – so colleagues can add valuable insight and knowledge to the service we deliver to our customers.” No pigeon-holing here After being ‘spotted’ to bring dynamism and energy to Cable & Wireless, Marsh is equally keen to look beyond CV’s when it comes to recruiting others in his own image. And having made an employment decision, he expects it to work. “In the same way that I’m doing this job, even though I didn’t have a history in the telecoms business prior to my time at Energis, I don’t let myself be guided just by what’s on someone’s CV. If I have a hunch that someone can do a job that feels right for them to do, I’ll back that hunch. Generally, people flourish in the roles you ask them to do. Taking risks on people is something that’s worth doing because they grow into the role.” It’s about people not technology Having got the opportunity to tackle Cable & Wireless’ recovery, Marsh wants to offer the same developmental opportunity to Cable & Wireless’ colleagues to deliver on the turnaround, and at the same time, set down a marker for their own careers. “Our people (we call them colleagues as it’s our business and we all share in its successes) – are critical. We can’t do this without taking them with us. I’ve been very clear with all of them over what’s needed, and yes, there are some colleagues that we’ve unfortunately had to let go. “We’re only at the beginning of this journey, and we have a long task ahead of us. And it will be a challenge because the telecoms industry is a fundamentally different place than it was five years ago. But the energy, drive and commitment of our colleagues are what will see us through. They are not part of the problem, they are part of the solution, and they all want to do a good job. It’s our great people who deliver great service and who our customers identify with, so our colleagues are vital to our transformation.” Broadening skills Marsh has found that since taking on his new role his time is even more in demand than before, and that, as the Chief Executive of Cable & Wireless’ Europe, Asia and US business, he too must learn new skills to understand every aspect of the company – and almost every customer and ‘colleague’ within the business. “We’re a global business and managing time is a challenge for me. It’s important for me to be in touch with all parts of the business and our customers, across all of the three continents in which we operate. “I’m also passionate about giving and getting feedback and developing a learning culture, and we need to have that constant view from both colleagues and customers. So, often at the end of meetings, I’ll take a few minutes to get some response from attendees, and get their thoughts on how something could have been more effective and how we could learn from the experience.” Delivering a great customer experience Besides energising and engaging his colleagues, there is another key challenge that Marsh believes he has to focus on in turning around Cable & Wireless: creating a seamless company that delivers a great customer experience. “Our industry is not known for providing a great customer experience and so we’re defining what it’s like to work with the best global communications company in the industry. “We have plenty to do over the next few years and, as well as having a strategy to say what we are going to do, we also have to have a plan which covers what we’re not going to do. We’re going to focus solely on multinational corporate customers. “Our obsession with delivering excellent customer service can make a difference to their business, helping them manage their telecoms agenda. They tell us they need new ways of working, and new ways to engage with their consumers, while being innovative and reducing costs. We can help them achieve all those goals.” Managing the work-life balance Although the commitment and drive to lead Cable & Wireless means his role could be a ‘24x7’ job, Marsh insists that he manages the work-life balance to get some family ‘downtime’ away from the company. “I do set some parameters. From 6am Monday to 6pm Friday, I am totally immersed in doing this job, though I am always available on the phone if family issues arise. From 6pm Friday to 6am Monday, that’s the weekend, and I don’t bring my work home.” Come Monday morning, however, Marsh will once again be setting his sights to land a few targeted blows on an old rival: BT. “A few years ago, I would not have considered telecoms as a sector to be working in, and now I don’t want to go anywhere else. “You’re constantly faced with different challenges, and you have to meet them head-on. It’s tough. It’s demanding. But it’s infectious and it’s exciting. Of course, if you just want lots of structure and a slower pace, go and work for BT. If you want to learn in a challenging, rewarding and satisfying working environment across global offices, then Cable & Wireless is the place to be.” Given Marsh’s ambition to turn Cable & Wireless around, even the famed immovable object might consider its stationary days numbered.

Jim Marsh, CEO of C&W explains the hard work, customer-focus and a reliance on his colleagues to deliver the turnaround