Not Keen on Nardelli I was surprised and very disappointed to see Bob Nardelli on the cover of the magazine. [...]
March 8 2010 by ChiefExecutive.net
Not Keen on Nardelli
I was surprised and very disappointed to see Bob Nardelli on the cover of the magazine. To me, Nardelli epitomizes what is wrong with CEOs who never have enough. I was a customer of Home Depot before, during and after Nardelli’s tenure as CEO. The service levels prior to his appointment were good, the store staff helpful and the prices were competitive. During his tenure as CEO, there was a noticeable decline in all three areas. After his departure, the culture of the Home Depot I knew prior to his appointment returned. His subsequent high profile case to get $200 million from the company made me very angry. When is enough enough? For all of his so-called management expertise gained from GE, his tenure at Home Depot and Chrysler point to a different kind of expertise. To me he is a classic case of upward failure and didn’t deserve being on the cover of Chief Executive!
Shame on you.
Ft. Myers, FL
Can’t believe that you put Nardelli up on a pedestal, especially for leadership. All he’s led is companies into the ground/bankruptcy/major losses… Home Depot, Chrysler. Come on, you folks smoking something illegal?
This is a supreme disappointment. I look forward to your magazine, your e-mails, etc., and reference much in my college classes I teach and also in my business. Yikes, you’re down several steps. Maybe I should look at People or Us magazine in the future.
Dr. Tim A. Becker
Total Recall Learning
San Diego, CA
Where are the Women?
Your February issue contains an engaging article entitled “How Global is Your Senior Team?” As I looked through the rest of the issue and saw not a single photo—out of 25—of a female executive, nor a feature article by one, I would ask: “How ‘Global’ are you?”
Jeanne Sigler & Associates
New York, NY
Exodus from Iowa
Your article “Fairness to Whom?” (October 2008) should be required reading for the governor and legislature in Iowa. A friend forwarded your last issue, which featured an Iowa Economic Development ad on the back. I’m not sure what CNBC [quoted as stating that Iowa has the lowest cost of doing business in the nation] was smoking. Iowa is not business friendly to small business.
My business—and other recruitment businesses are being forced out of Iowa by a law that requires Iowa executive search firms [defined as firms that help hire managers with salaries of above $30,000] to charge sales tax on their fees to out- of-state clients. Obviously, a Chicago company has a choice of working with a Chicago recruitment firm and not paying Illinois sales tax or working with an Iowa-based firm and paying the tax.
You would think that a state with 6.6 percent unemployment and which is forecast to lose a U.S. Congressional seat in the 2010 Census would value adding jobs a little more. I tried to work with the Iowa legislature last year to encourage a change in the law and to educate them about the hit to their budget with reapportionment in 2012. The bill to repeal [that law] died in subcommittee.
My business is now located in the business-friendly state of Utah.
Park City, Utah
Ed. Note: CE’s annual survey of Best and Worst States for business will appear in the next issue.
Teams at the Top
“Lessons from Team Fumbles,” (November-December 2009), reminded me of an article you published more than 20 years ago–”Teamwork Starts At The Top.” Dr. Susan Annunzio is correct. Senior leadership teams can make or break an organization. CE has been at the leading edge of critical executive issues for the three decades that I have been reading it.