Leadership in the Field: Interviews with Global Leaders
By Russell Reynolds Associates with Roger O. Crockett
George Barrett is Chairman and CEO of Cardinal Health, a Fortune 100 health care services company. Barrett served as Vice Chairman of Cardinal Health and CEO of its Healthcare Supply Chain Services business from January 2008 to August 2009, when the company concluded a sweeping reorganization that resulted in Barrett’s promotion to the top job. Prior to Cardinal Health, Barrett held a number of executive positions with Teva Pharmaceuticals Industries. He is also a director on the board of Eaton Corp.
When I met with Barrett at Cardinal’s headquarters in Dublin, Ohio. He was cordial and accommodating, but he also impressed me as a no-nonsense kind of leader. It’s appropriate. He is after all, in charge of a nearly $100 billion company that employs something close to 30,000 people worldwide. As you might expect for a healthcare executive, Barrett is fit and energetic. After our meeting he pointed through a window to the recently renovated sections of Cardinal’s sprawling campus, which includes a state of the art fitness center. Then with a handshake and smile, he was off; perhaps to get in a workout.
For a glimpse of George Barrett’s views on leadership, watch the video interview by clicking the video image above, or read the transcript that follows.
An Edited Transcript
CHAPTER 1 – TRANSFORMATIONAL LEADERSHIP: “THE BOARD IS THE STRATEGY COMMITTEE.”
Roger Crockett: Well, of course many industries are in the midst of massive change, including yours, the healthcare industry. How critical is it amidst that change to re-invent a company, and how do you recommend a management team go about that reinvention?
George Barrett: Well, the word reinvention is used a lot these days and probably means a lot of different things to different folks. I think for us this is a time of extraordinary change. It is for many businesses, but certainly those of us in healthcare realize that we’re in a system that’s undergoing a lot of unique pressures. You’ve got enormous population health issues. You’ve got still a large number of uninsured or under-insured Americans. You’ve got issues of public health, and issues around demographics that are really creating a huge challenge when you think about the economic impact for us. So we’ve thought a lot about the reinvention of the company and I think all companies need to do this. I think the constant evaluation of where you are, what your portfolio looks like in the midst of changes is a critical thing for us. So we’ve devoted a lot of attention to this. (more…)