Smart Business Magazine, Apr 2013
14 Smart Business Florida April 2013 And it couldnt have happened without a concerted effort to find executives who could operate in a dynamic changing environment very different from the traditional executive Theyre very unique and hard to find at the beginning we made a lot of mistakes Claure says describing how the talent was having a difficult time keeping up with the technology But under Claures leadership Brightstar has attained unprecedented growth expanding to 51 countries in only 11 years With 48 billion in revenue and 12000 employees worldwide the company is in a great position today realizing growth in all areas Here is an You have to build the culture and company that is ready to be flexible and be able to change pretty fast MARCELO CLAURE FOUNDER CHAIRMAN PRESIDENT AND CEO BRIGHTSTAR CORP inside look on how to deal with frequent change explosive growth and the necessary talent to rein it in Take an on your toes approach Claure says a large part of how you deal with change is your approach If you can establish a team that is always on its toes thats one of the first steps to what in simplest terms is a two part culture Change forces you to have a culture of innovation and a culture of Whats next he says If you look at what our company is today and what it was 10 years ago its a completely different company We are a lot more service oriented now from being a trader of mobile phones to today were a leading supply chain company in our industry Were one of the leading insurance companies in the arena Were the worlds largest buy back and trading company Pretty much one thing is always thinking of whats next Many companies who stay on the cutting edge of technology look for individuals who are often the type to be called early adopters These employees stay up on all the latest developments and are eager to try the latest product even before all the bugs are out of it However an executive with impressive credentials doesnt always equal an early adopter We thought that by bringing big executives from big firms they would automatically yield success Claure says We couldnt have been proven more wrong The type of execs that fit our profile are the innovators and people who are used to building stuff who operate in a changing environment are very different than your traditional executive who is pretty good at grabbing something and keeping it constant or making it grow at suboptimal levels Its a somewhat painful process of trial and error You are looking for a good fit when the tolerances are very narrow Weve learned and figured out the profiles of what makes somebody flexible at Brightstar Claure says Definitely its enough flexibility and adaptability to change and willingness to try new ideas to bring new ideas to the table and to do different things in the course of their career Thats what makes an executive at Brightstar shine Weve gone through a lot of hits and misses but I think were getting better at recruiting the right talent Be flexible to evolve Once you think you have the right talent in place you will be in a position to stress that as the technology evolves the company has to evolve with it You have to build the culture and company that is ready to be flexible and be able to change pretty fast Claure says COVER BRIGHTSTAR CORP
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