Insight Enterprises

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With offices in 19 countries, Insight Enterprises is one of the world’s biggest business technology resellers, helping companies, schools, and governments purchase and operate their computer equipment and related IT systems.

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Insight, a provider of hardware, software, cloud and service solutions, has more than 10,000 employees.

This year's Fortune 500 marks the 65th running of the list.

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Insight Enterprises (NSIT): Company Profile, Stock Price, News, Rankings

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Insight Enterprises | Fortune

Insight Enterprises (NSIT): Company Profile, Stock Price, News, Rankings | Fortune

CEO Joyce Mullen’s description of her female team: "collaborative", "empathetic" and "driven."

Insight Enterprise gets its first female CEO—and the C-Suite is all female too 

Leadership

CEO Joyce Mullen’s description of her female team: "collaborative", "empathetic" and "driven"

Insight Enterprise first female CEO; C-Suite is all female

Insight Enterprise gets its first female CEO—and the C-Suite is all female too

joy thank you so much for joining us to talk about your new role at insight enterprises. You took over as Ceo at the beginning of the year and you are the first woman to lead this Fortune 500 technology company for starters tell our viewers what insight actually does and why so many businesses come to you to answer all their tech questions, insights mission is very simple. We deliver the very best technology solutions, a combination of hardware, software and solutions and services that deliver the business outcomes that that our customers are most interested in. Usually those are things like how do I get more efficient or how do I improve my customer satisfaction or how do I build new revenue models for my company or how do I reduce my risk. These are the problems our clients are trying to solve every single day and technology can help solve all of those problems. Well as you know during the pandemic. So many companies told stories about how they accelerated their digital transformation by three years by five years because they had to with remote work companies needed to have a technology upgrade and the same thing for customers who are doing more and more online. But what about now? Our business is still as eager to make big investments in technology. We don't see any business is slowing down in terms of their interest in modernizing their environments from a technology point of view. They are certainly very concerned about security risks so that usually means they have to make sure they have the latest and greatest technology. Most of them are trying to figure out how to respond to their customers more quickly. That usually means they need a more agile technology infrastructure. That usually means they're thinking about things like cloud and using their data in a modern way using artificial intelligence automating processes because labor is so expensive and in such short supply. So we don't see the demand slowing down. What you wrote an op ed article recently in the title is The secret to winning amid volatility. Make bold digital moves. What's the point that you're making there? What's the message? I'm going to use a quote from my grandmother, she said when the times get tough, the tough get going and our customers are pretty ambitious about their goals and objectives. And they're saying this is the time to actually decide to invest in automation. This is the time to invest in a more robust online experience. So their customers can get what they need when they want it. So we have seen enormous success on the part of our customers when they are making bold moves and kind of bucking the economic trend. The alternative is to get really, really conservative and and stop making progress, but you know, their competitors are not gonna wait. So they can't either. Well, in that op ed piece that we were talking about bold moves, you cited IBM as an example of a company that made a dramatic change in a dramatic decision and came out with some good results. Can you tell us about that? Well sure, IBM basically said I need to separate my business so I can optimize both of them right into Kendrell and IBM and that's what they're doing. That required a whole bunch of technology support. Can you imagine how integrated those systems have been over so many years at IBM? That was a big move and we've seen other companies do the same before you came to Inside Joyce, you worked at Dell Technologies for more than 20 years. How has that experience been helping you now that you're at insight? Well, first of all, Dell was a terrific opportunity for me. I had I think 11 or 12, maybe 13 jobs at Dell, all different functions. So that functional experience is certainly quite helpful as a Ceo where you gotta kind of know a little bit about everything. And then second I had some terrific opportunities to learn from some of the best Michael. Dell is a great innovator. He is a great leader and so emulating many of those traits and helping helping us drive more innovation and insight is gonna service as well as well. Joyce, I want to talk to you a little bit about leadership as we mentioned earlier, you're the company's first female Ceo but you're not the only woman in the C suite insights. Chief financial Officers, A woman. Uh so is the C I o the head of human resources, the global controller and the president of the european operations. They're all women. And in fact I think our viewers will be interested in the 60% of insight. Senior leadership are women. So this is our obviously intentional but it's also very unusual. How has this all female team influenced the leadership tone and style at your company. First of all I can't take credit for this because this has been part of insight for a very long time. My predecessor ken lamb nick was very very clear on the need to make sure we have a diverse leadership team. And so uh today though in terms of answering your specific question around how does it influence our our style and our approach we focus on making sure that we collaborate incredibly well. We have I think demonstrated a level of empathy which has become so important over the last couple of years given the difficulties that so many of our teammates have have been going through, we are pretty darn humble and we use a lot of, we bring a lot of minds together to make decisions. We always say 1000 minds are better than one. We don't bring 1000 together but we do bring four or five or six and we get to a best decision and that delivers the results. We're looking for well you have a tremendous opportunity now as Ceo to groom the next generation of leaders. What kinds of things are you doing now to inspire women and men at insight uh, to be good leaders great leaders. We bring every single director and above through a West Point strategy and leadership training session offsite. That's a very, very good program that helps build business skills and leadership skills. I think something that's quite unique is a board program for women. We just introduced, this is an 18-month program that helps our women leaders get ready to serve on boards. We are big believers in the fact that if we can get many of our leaders on a board of directors at a different public company or private company, there are tremendous um skills and insights that they build in that kind of environment. So that's why we're making that investment there. We have a teammate resource groups who are very focused on making sure that we're building the right kinds of development programs and also the right kinds of recruiting programs to attract latino populations, african american populations, veterans etcetera. So those are all really key to our success. Joyce. You've said that you've had many mentors in your career and many great bosses. Can you single out one Of them who gave you some terrific leadership advice what it was and how it's guided you. I would say as a young brand new plant manager at Cummins engine company. I had an older plant manager been a plant manager 50 years, a man of few words and I asked him for some advice and his advice was a little bit cryptic. He said paint the bathrooms. And it took me a while to realize what he meant was demonstrate to the people on your team, the people in the plant that they are very important and demonstrate that by putting your money where your mouth is, make investments in their environment, they go, they go to the restroom a couple of times a day, make sure that it's not broken and cracked, make sure that they know that you care about their well being because that will serve you well and it sure has.

[ MUSIC ] Ken, there aren't too many CEOs who can say that they graduated from West Point and served many years in the Army, but you did. What would you say was the most important leadership lesson you learned from your years in the military? It's really about servant leadership, things such as I wouldn't expect the people that I lead to do anything that I'm not prepared to do. We talk about the fact that leadership's a contact sport. You don't manage, you don't lead from behind a desk, through email. You're out in front. You're talking to the people. You're really assessing all the different aspects of that. A lot of people have different sort of connotations of what the military's about, but Really the most successful. It's really about, you know, that servant leadership model. I understand that you sent every one of your senior level executives from Insight Enterprises to West Point to learn about leadership. These leadership training sessions. What do you want them to learn? If you're dealing with people that have been in real life situations They're Colonels, they're Generals, really very very commanding, demanding situations. So they get to see real world examples that are very different in situations where they don't have all of the information, they're in critical situations. That they've gotta make decisions very much on the fly, and make sure that they're leading with their people. I'm sure you hear this all the time, but a lot of people think of the military about autocratic leadership, command and control. Which is very different than consensus building leadership, which is more common at most companies. What do you say to that? There certainly is command and control in the military, but That's sort of the movie version of it. When you really get down to it, the essence really is, is it's about people, and it's about caring for people. And really driving them and making them successful. So can you exist in the military with that sort of command and autocratic style? Yeah, but you're not gonna go very far. It's really about treating the people like you would if they were your children. Really caring for them and really developing them all along the way. You talk about you have very open meetings where everybody can say what they want to say at in site enterprises. You call them messy meetings. Correct. So, I guess that is different then what you expect in the military. And I do. I want everyone to have a different point of view. So when we are have these, everybody, I want people in the meeting To be able to disagree, we want them to express exactly what they feel. As I say, there's no sort of hierarchy in our meetings. We want to hear the best ideas. When we do come to consensus and agree, we all follow that. And you've got to treat that, even if you were on the other side of that, you've gotta treat it like it was your own decision. You have said that the most important job of a leader, is hiring the right people, and I understand that you personally interview Anyone looking for a job on the junior or senior level, which is very unusual for a CEO, very time consuming too. Why is this important to you? It's so important because it's setting the tone. I think Steve Jobs said it best, A people higher A pepole, and B people higher C people. And if you aren't involved in building that leadership structure to make sure you are keeping the standards are as high as possible, you can quickly turn around in a very short period of time, you can have an organization that is operating below an A or B level. And that's very dangerous for a company. So, what's a question you ask in an interview? But based on the answer determines whether or not you hire someone. What I look for in an interview, I'm looking for really, a few things. I'm looking for people who are hungry, humble, and smart. So, what I mean by hungry is people that really wanna improve themselves, people that Want to develop, want to learn, they want to really succeed. Want to look for people who are humble. I'm looking for people who are team players. And then when I'm looking for smart, I'm not looking for what their GPA score was and what's their IQ necessarily. I'm looking for more the emotional intelligence. And do they have a curiosity to learn? Because this industry's changing so quickly, there's so much going on, that they've gotta have a curiosity to continue to learn. So I look for those. Ken, we've been talking about leadership, about giving leadership advice, but on the other side, what's the best leadership advice that you ever received during your military Part of your career, and how it shaped you as a leader. I was 24 years old, I was stationed in Germany, and the unit commander was relieved of their command, or fired, in today's finacular. I was positioned to take over this unit, and it was sort of like, woah, this is huge. I'm not ready for this kind of experience, and I had to take it over. The Colonol that I was going to report to, basically I sat down with him and how do we really prepare for this? This is happening. He says you've already prepared yourself for this. You've already done all the schooling, all the work, you know how to lead people. Just rely on that. It's already there. Just believe in yourself, and just lead the people like you'd wanna be led. And I've really believed that to today, right, is treat people like you like to be treated. [ BLANK_AUDIO ]

This CEO is Championing a New Kind of Leadership

Insight Enterprises CEO Ken Lamneck learned about the "servant leadership" model from his time in the U.S. Army.

 Ken, you say that the world is shifting from information technology to intelligent technology. What do you mean by that? What's the difference? We're meaning by that is the fact that the products now are all having intelligence built into them. So you start looking at things like artificial intelligence, which we hear a lot about, machine learning, which you're hearing more and more about, IoT-- internet of things. It's all about intelligence being built into the products that make the products more valuable to our end customers. Why should businesses pay attention to what you're saying? Well, because that's the evolution, right? And technology, as we say, is every company is having to become a technology company. We look at all the companies that have been disintermediated by technology and didn't see it coming. So companies have to embrace it. Companies have to look for it. Because technology now is becoming-- it's not just a source of productivity, it's a source of how companies innovate. It's a source of how companies collaborate, and very importantly, how the companies differentiate themselves from their competition. Insight Enterprises helps companies make this shift from changing their IT department from a back office function into being the core of their businesses. So how does this change the way that the companies do their business? And how does it impact employees and how they should be thinking about technology? Can we make the business more efficient? We can help them on that management side of the business. We can make it much more efficient, much more cost effective than they're currently doing today. And then we can impact the business as they transform the business, and bring them solutions that really make a difference with their interface with clients. And for the people, for the employees, how do they look at all this differently? Or you think that they should think differently? Yeah, they should. Because they're all looking for to say, how do-- they want modern workplaces. They want a modern toolset. And a lot of companies are still steeped in very old technology. And especially when you're hiring a millennial type workforce, they've come up through college, they're used to using very modern systems and modern applications. They want that same experience, that same environment. What's the downside if a company doesn't make this change? They'll be disintermediatiated, right? You've seen that happen in so many industries, where companies miss the wave because they're not embracing technology to really take them to that next frontier that they need to. Or if they don't embrace it internally, they're not going to become a company that people want to work for. You know, at Fortune, we did a CEO survey and found that one of the biggest worries is the rapid pace of technological change. These CEOs are overwhelmed by all of these new tech innovations, like artificial intelligence, Blockchain, virtual reality, you name it. And they're just not sure what they should have, what they shouldn't have. What do you tell businesses? In general, you're basically seeing technology shifting so quickly, that a lot of the technology solutions you have could be obsolete within 36 months. So you've got to prepare for that. So you've got to build very agile systems, very open, flexible environments that allow for you to be able to make those shifts where they may occur. Because we're not sure exactly the timing of all that, when it may occur. So that's the most important advice we give, is make sure you're building open, flexible systems that take advantage of that. Every 36 months? That's three years. That's a very short window. And all this stuff is expensive. So what are the critical building blocks that every company should have, whether they're a small business or a big Fortune 500 company? Most companies will have some sort of enterprise, ERP system-- enterprise resource planning system, or manufacturing resource planning system that's really at the core of their environment. And those are companies like SAP, and Oracle-- those big systems that companies need to operate on. And then around that, in the periphery, they need to make sure they're building really important collaborative systems-- mobile systems that are very flexible, storage environments, data analytics, all the AI tools around that. They're building them very flexibly, because that part is going to shift very, very quickly. When it comes to making these important tech decisions, what are some of the most common mistakes that a CEO, or a chief technology officer, or the chief financial officer make? Yeah, I mean, there's quite a few. But a lot of them, I think, the critical decisions that are so important is really looking at-- again, building environments that are very open, flexible so they don't get locked into one aspect where they can't get out of that. For a company, let's say, who is new to this whole intelligent technology movement, what's the best advice that you can give to a CEO on how to get started? I'd say that first off, to really either do internally or have somebody come in and do an assessment of where they are today, where they really understand their current environment, where are they, where are they positioned, and then really work with some outside resources to help them-- really put together a roadmap, because it is a journey of saying what are the proper steps they need to take? What are the proper investments they need to make? So getting really good advice so they can really build out a journey map of what they need to do and where they should make those critical investments. 

Insight Enterprises CEO Ken Lamneck Discusses the Rise of Intelligent Technology

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