Ideagen Intersection
3
Ideagen Intersection
document and bringing these ideas together, it was in the 1930's and 1940's, when relationships between labor and companies, particularly large corporations, weren't always very harmonious, to make a declaration that employees should be paid a fair wage. That they should be respected for their dignity. And they should even have a safe working environment. I mean, those concepts at that time weren't necessarily common among a lot of other companies.
Alex:
And then the third paragraph, he made a very explicit statement about our responsibilities to the communities where we work and where we serve. And he even talking about our business partners, making sure that we create good relationships with them as well as giving back to others in our communities who may not be as fortunate as we are.
Alex:
And then ultimately, he put the shareholder last, and said when we live up to these responsibilities, our shareholders should get a fair return. And what was interesting is he was actually the majority shareholder of the company at the time. And so he put himself last, but I think that if you look at that statement today, and it was long before corporate social responsibility and other concepts that we almost take for granted today were instilled, this is a document that goes back for more than 75 years. And what I can tell you, it's as meaningful and as important in Johnson & Johnson today as it ever has been.
George:
Well, we can see that, and we can see that in your leadership. Alex, you've been talking a lot about purpose lately. What exactly do you mean by purpose?
Alex:
Well, by purpose we mean what is it that motivates you every day to come to work and truly make a difference? At Johnson & Johnson, we're a firm believer that when purposed, people can do things they likely couldn't create or do on their own. When they feel like they're part of something bigger than just themselves, when they're helping others, when they're doing things consistent with Our Credo. And that's particularly important with millennials today, who really want to be someplace where they're part of a larger purpose. And by creating that purpose within Johnson & Johnson, a purpose of helping others, helping people live longer, healthier, happier lives, helping people be their very best ... Not only in terms of physical health, but also in how they engage at the workplace to ultimately make a difference.
Alex:
You know, we touch over a billion patients and consumers every day around the world. And when we talk to new employees, or recruiting, or even inspiring longstanding employees at J&J to continue, knowing that ultimately they are making that kind of a difference around the world, well, that's pretty special.
George:
That is very special. And it goes back to your leadership. And on that note, what key lessons/advantage points help you to successfully lead Johnson & Johnson?
Alex:
Well, that actually goes far beyond my leadership. Because there's no way a single individual can lead a company of over 130,000 employees with hundreds of operating companies spread around the world. What it takes, I believe, is a group of leaders who are fully committed to a common purpose like Our Credo. And in our case, look, it starts with our senior management committee and our executive committee. And then each one of those people, of course, have got a group of strong, capable, seasoned leaders under them that cascades down through the organization.
Alex:
And so what I've learned is, it starts with purpose. And our case the purpose of Our Credo, the responsibilities that we have. Next and very important, is surrounding yourself with great leaders. In many cases leaders who are better than yourself. Who aren't just like you. I think it's important to have a diverse and inclusive team around you. I mean, if we all look, talk, sound the same, you really don't need that many people around the table. However, it's when you bring different backgrounds, different experiences, different perspectives together that you ultimately get to a better outcome.
22