Peter Swann, IT director of WHSmith PLC gives unspun his personal perspective on how to successfully effect change.
Curriculum vitae
- 1978-84 Studied Aeronautical Engineering and Computer Science, sponsored by BAe
- 1984 Joined Philips Electronics 1987 Ran own software business
- 1990 Joined Marks & Spencer, Systems Analyst within Foods
- 1994 Completed degree in Economics
- 1998 Appointed Chief Systems Architect and Head of Corporate IT
- 2000 Joined WHSmith News, Head of Systems
You’ve been in your position for three years. How do you keep your management approach fresh?
In order to remain objective, I have to step back, take stock and approach things as if they were new. To keep focused on the needs of the business as they develop, and not just collude with a situation, I also find myself continually challenging whether the approach being taken could be better.
In terms of keeping things fresh, I find that deliberately bringing an external perspective can be extremely helpful. The real challenge is being open-minded enough to really listen to it. Not as easy as it sounds!
What most excites you about your job?
It’s probably the variety: on one level, I’m actively engaged and involved across the whole spectrum of the business. On another, what I do is so real in terms of the quality of service that we offer every day, and the changes we deliver.
The role allows me to make a real difference commercially and operationally. While the demands of the turnaround agenda keep me very focused on unlocking value quickly, the role also requires me to look beyond the current agenda: questioning where we should go, what investment decisions we should take, and where the opportunities to drive even more value in the medium to long term are going to be. The job is always challenging, and constantly changing.
What lessons have stuck with you throughout your career?
There are many things that make me operate in the way that I do, and while there is no one defining moment that lives with me day in, day out, I’d say there are a few values I have picked up along the way that have real resonance and have guided my approach.
Firstly, there is the quality of people you work with: your peers, immediate team members, the wider team and increasingly the third-party partners you work alongside. To me, this is the single most important influence on the ability to successfully drive and implement a programme of change. In my experience, compromising on the quality of people simply doesn’t work!
Developing and motivating a high-calibre team is important and generally well understood. What surprises me though is that all too often this is not seen as important when dealing with third-party suppliers. This cannot be right!
Secondly, I would say that the setting and management of expectations, along with good communication, are really important. Again, in my experience this is the key to maintaining support in a demanding service climate, or when dealing with the challenges thrown up by a complex programme of change. I’m constantly surprised by organisations, particularly those in the IT sector, who continually internalise issues and feel that they’d rather not say anything or communicate until they understand the ins and outs of everything.
I would also say that a healthy combination of tenacity and initiative is essential. The ability to get up and make something happen and not accept things that aren’t right, as well as having the perseverance to go the whole distance and see through change, are immensely valuable qualities.
What would be your dream career challenge?
I’m not one for a personal three-year plan. I’d like to work to the best of my ability and succeed where I am, and trust that opportunities will present themselves. Hopefully, one day I’ll look back at a career that’s been interesting and varied, and not been played by the book.
But if I had to say what I would ideally be doing in the future, I’d like to do what I do now, maybe working to implement another turnaround agenda somewhere. I really need to continue to make a tangible difference – I love that sense of achievement. I wouldn’t like to be in a position where I wasn’t being constantly challenged to dig deeper, find more, and deliver more. I would also be wary of having the same remit for too long or there’s a danger of becoming too comfortable!