Patrick J. McGovern - en verden af it-magasiner og -analyser

Har man én gang siddet til bords med og haft en visionær chef som Pat McGovern, er der sat en høj barre for alle andre chefer, man løber ind i på sin vej

Af Søren Kargaard, marts 2014

Pat McGovern skabte fra 1964 og frem verdensomspændende it-magasiner som Computerworld, InfoWorld og PC World og stod også bag it-analysefirmaet IDC. McGovern var født i 1937 og døde 19. marts 2014.

 

Som ansat på det danske PC World i pc'ens barndom var man sikker på at opleve McGovern ved flere lejligheder i København, da han som en del af sin ledelse af de mange hundrede magasiner verden over altid var i fast rutefart til redaktioner og ledelser, hvad enten de befandt sig i Kina, Ægypten, Norge eller Danmark.

 

I et større interview fra år 2000 gav Pat McGovern blandt andet udtryk for sit håb til fremtiden og sin forklaring på hans personligt ejede firmas meget decentrale forretningsfilosofi:

 

"The biggest hope is that the human race can survive with all the threats that exist as the means of mass destruction become so much cheaper and more available. I hope the sense of mutual understanding that technology contributes to reducing tensions between people. Whatever would drive some group to try to destroy great parts of the world from the aggravation that they feel about being mistreated would go away.

 

I am very contrary to contemporary thinking about business organizations. Most people are trying to build a larger organization and the role that I always have taken is once a business gets to the size of 200 people, I divide it up into 2 or 3 groups. Totally against every practice that an MBA is learning about how to administer a larger and larger organization. The accountants go crazy because when I do that I raise cost. Now we have 3 HR organizations and 3 production groups and 3 marketing groups, etc. They are exactly right that the expenses go up. They say that is wrong. If we consolidate we reduce expenses.

 

What they don't realize is the organization has a huge effect on revenue. The fact that you have dedicated, passionate people who feel that everyone in their company is only interested in one objective work much better and their revenue goes way up and their profits go way up. What I found is you take one company and you divide it up into 3, their bottom line always improves, even though their costs do rise. The revenue is rising much faster because they are so much more productive in dealing with responding to the needs of their customer. People hate this who want to be CEOs of vast empires and have big organizations."