The Financial Times reports on a recent Sky News Australia interview with News Corporation’s Rupert Murdoch. He threatened to sue the BBC and ABC for stealing content, and Google for employing Fair Use:

Rupert Murdoch indicated on Monday that News Corporation would sue the BBC over breach of copyright for “stealing” material from his newspapers round the world. Mr Murdoch…was asked how he would be able to instigate his proposal to charge for newspaper websites such as The Times in the UK or The Australian when the BBC and ABC produced free news content on their sites.

He also challenged the idea that Google and others could take just the headlines and opening lines from his papers’ stories, indicating that he would not tolerate even that. “[They use] a doctrine called fair use, which we believe can be challenged in the courts and will bar it altogether,” he said. But he added that News Corp papers currently benefited to some extent from the advertising around its freely available internet content so “we will take that slowly”.

BNet’s David Weir speaks to the apparent insanity of Murdoch’s words:

…it appears there will continue to be delays in implementing the paid content strategy, which continues to strike me as a non-starter for newspaper content. Murdoch seems unwilling to concede that news is a commodity in today’s world, and placing it behind a paywall would simply help his competitors grab audience share.

Then again, Murdoch is a man used to getting what he wants, so the delays and other problems (including possible anti-trust issues) plaguing his paid content plan must be frustrating him beyond belief. Thus the angry threats, but it remains to be seen whether he actually carries any of them out in the end.

Mediabistro has more commentary:

Look, the entire publishing industry is grappling with how to craft a winning business model. It’s not easy. But “the world’s most powerful media owner,” as Sky News Australia interview David Speers calls Murdoch (video below), clearly is letting his frustration cloud his judgment. What he’s saying is nonsense. Blocking Google and other search engines is tantamount to online publishing suicide. Does he really think that subscription revenue will more than make up for the ad revenue he’ll lose when page views plunge? I don’t know what News Corp.’s traffic data says, but plenty of sites out there get half their PVs or more from Google.

Rupert, never mind all this talk of pay walls and banning Google. The solution to your problem is clear: More Page 3 girls!

Amen to that.

Former Hewlett Packard CEO Carly Fiorina announced that she will run for Senate in California today. The Washington Post has more:

“Throughout my career I’ve brought people together, and I’ve solved problems,” wrote Fiorina in an editorial in the Orange County Register today. “And that is what is needed in our government today. People who are willing to set aside ego and partisanship and instead work to develop solutions to our problems.”

One California Republican strategist acknowledged that Fiorina “has a long way to go” in terms of viability but quickly added that her profile, her personal wealth (assuming she spends some of it) and Boxer’s controversial persona means that the Republican will likely stay within shouting distance of the incumbent through next summer and fall.

If Fiorina’s HP legacy has any bearing on her ability to be a successful political leader, this doesn’t bode well. That said, many people have become politicians after unusual careers (especially in California). And in politics, dogma and money override past mistakes. It’s not about ability to govern, it’s about the ability to get votes.

This will get interesting.

The Harvard Business Review’s David Silverman is documenting peoples’ recovery curves after they face unexpected career hardship. As part of his project, he has been interviewing CEOs’ experiences with failure. Here’s an excerpt from his recent blog post on the subject:

I’ve met people who’ve seen their hopes dashed when they were passed over for promotion, others whose vast fortunes were erased by accounting scandals, those who’ve had their comfortable lives upended when their parents lost their savings, and even people who’ve simply and terrifyingly slipped and fell, putting them out of work and nearly into paralysis.

And here’s where the CEOs I’ve talked with are different than me. Faced with failure, they stayed in motion. They quit the bad job, they separated from investors they conflicted with, they got up off the sidewalk and went back to work.

Read the complete post here.

John Schnatter embarked on a nationwide road trip this summer to find the beloved 1971 Z28 Camaro he sold more than 25 years ago in order to help his dad’s tavern survive, and ultimately launch Papa John’s Pizza. And when he found it, Papa John’s paid $250,000 to Jeff Robinson from Flatwoods, Kentucky. And to celebrate the victory, they’re offering a free pizza to Camaro owners today.

To redeem, Camaro owners must arrive at their nearby Papa John’s restaurant in their Camaro to order and pick up their free pizza. Limit one pizza per Camaro, and one visit per Camaro.

“The Camaro represents what I gave up to start Papa John’s,” said Schnatter. “Words cannot capture the emotions I am feeling in getting back that part of my history. I didn’t have much back then, but for my business dreams to come true, I had to part with the one true asset I had to my name, and even then, there were no promises of success. I never gave up hope that someday I would get that car back.

“The foundation of Papa John’s was built on my decision to sell the Camaro, and while it may not appear to be a huge sacrifice to some, it represents my roots in this business. And, perhaps it can serve as proof to others that hard decisions today can pay off for you later, if you’re willing to believe in what you are doing. I’m extremely grateful for the success of Papa John’s, and really wanted this critical piece of our history back.”

Go on, Camaro drivers – your free lunch awaits!

Image Credit: dave_7, Flickr

Google CEO Eric Schmidt resigned from Apple’s board of directors today. Mashable has the scoop:

Google CEO Eric Schmidt stepped down today from Apple’s Board of Directors, a role that many said created conflicts of interest as Apple and Google (Google) rival each other in multiple market sectors.

“Eric has been an excellent Board member for Apple, investing his valuable time, talent, passion and wisdom to help make Apple successful,” said Steve Jobs, Apple’s CEO. “Unfortunately, as Google enters more of Apple’s core businesses, with Android (Android) and now Chrome OS, Eric’s effectiveness as an Apple Board member will be significantly diminished, since he will have to recuse himself from even larger portions of our meetings due to potential conflicts of interest. Therefore, we have mutually decided that now is the right time for Eric to resign his position on Apple’s Board.”

Looks like a new era of competition between Apple, Google, and Microsoft is underway.

From the Sydney Morning Herald:

Microsoft co-founder Bill Gates says he was forced to abandon Facebook after too many people wanted to be his friend. Gates, the billionaire computer geek-turned-philanthropist who was honoured on Saturday by India for his charity work, told an audience in New Delhi he had tried out Facebook but ended up with “10,000 people wanting to be my friends”.

Gates, who sought to drive a vision of a computer on every desk and in every home, said the information technology revolution had been “hugely beneficial” but added: “All these tools of tech waste our time if we’re not careful.”

Social media just wasn’t made for guys like Bill.

This is not a list of executive toys, gadgets or gimmicks, just top of the range products that will not only help you do your job better, but make you look good while you’re doing it. All items outlined below are made from the finest materials, with absolutely no expense spared. Quality like this does not come cheap, but it’s worth investing in the best if you want to promote an impeccable corporate image to colleagues and competitors alike.

1. Kiki James Classic Bridle Journal

If organization is the key to success, then this top of the line personalized journals, handcrafted in the UK from the finest Italian bridle leather, will surely unlock riches beyond your wildest dreams. The colour-contrasting red ribbon completes a stylish, yet timeless look.

2. Montblanc Meisterstück Pen

From Caran d’Ache to Visconti, Cartier, OMAS and Graf von Faber-Castel, there are many companies which make writing instruments suitable for top executives. There is one company, however, founded in 1906, which still stands head-and-shoulders above the rest: Montblanc. Their pens are timeless, sophisticated and of superlative quality. The Meisterstück, with 18k gold nib and rhodium-plated inlay, is perhaps the most classic of all.

3. Pen Pot by Barnes & Noble

Handmade from Italian leather, this pen pot will perfectly compliment your journal. The pot’s interior is also soft leather that’s not only extremely tactile, but also particularly protective of pens.

4. Antique Silver Photo Frame

No executive desktop would be complete without some kind of family photograph. Nothing will make your photo shine brighter than a solid silver frame, preferably one that’s antique. The frame in the image above was made by Henry Miller of Birmingham in 1932 and has a blue-velvet backing.

5. Executive Brass Name Bar

Sadly, in this modern age of open-plan offices and hot desking, name bars seem to be going the way of leather desk pads: towards the dustbin that is. Nevertheless, nothing screams authority and status more than an inscribed, brass-plated name bar, mounted on solid hardwood.

6. HP EliteBook 8730w Mobile Workstation

Every company employee, from the well-oiled CEO to the oily intern, needs his or her own computer. The HP EliteBook 8730w Mobile Workstation is one of the few suitable for a top executive. With Windows Vista Business, an Intel Core 2 Extreme Processor X9100 and a vast array of security software pre-installed, this machine will not let you, or your company down.

7. Sage Brown Desktop Business Cardholder

Executives tend to display business cards on their desks, but most just stack them in an unsightly pile or spread them out on some saucer or other. Why not present them properly, in a designated business cardholder? Sage Brown’s cardholder is made from indulgent crocodile-effect leather, with a calf leather base and burnt orange lining.

After having Sacred Heart University’s MBA program named after him, Jack Welch is diving deeper into the university business by funding Chancellor University’s new Jack Welch Institute, an online MBA program. The Wall Street Journal’s Paul Glader has more:

Mr. Welch is paying more than $2 million for a 12% stake in Chancellor University System LLC, which is converting formerly bankrupt Myers University in Cleveland into Chancellor University. It plans to offer most courses online. Chancellor will name its Master of Business Administration program The Jack Welch Institute.

“I think it’s a real education,” says Mr. Welch.

Glader reports that Clifford has a history of launching online education initiatives. He is behind Grand Canyon University, Ashford University, and University of the Rockies, which all feature online degree programs. He’s also no publicity wallflower, having worked in broadcasting/telecommunications with evangelical Christians like Jerry Fallwell in the past, according to Glader.

Welch was reportedly inspired by the success of online giant Phoenix University. He and other Chancellor investors are pouring $16 million into rebranding and expanding Chancellor, writes Glader.

Welch needs to rebrand his own statements. He “thinks” it’s a real education? That’s not a very strong endorsement for a program rooted in a questionable industry. Online education doesn’t have much of a reputation for quality. Welch isn’t helping anything by slapping his name on a program that only requires a 2.8 GPA and no standardized admissions tests.

Welch, however, could be betting on Chancellor’s long-term success. He is recruiting Ivy League professors to help with the project. If the Welch name and eminent professors attract enough students, Chancellor will have to start being more selective. By upping its admission standards, it will gain prestige. If Chancellor gains prestige, and students flock to it, Welch will be in an advantageous position when the online education market starts maturing.

If Welch is indeed betting on long-term success, I don’t think his wager is a good one. Once established brick-and-mortar schools effectively publicize similar online programs (MIT, for example, offers free coursework), online programs situated inches from diploma mills don’t stand a chance.

Some WSJ commenters claimed that Welch’s main motivation is simply to leave a legacy. I’m inclined to agree.

Dallas restaurant magnate Norman Brinker passed away today at the age of 78. I just learned about Brinker today. I wish I had known about him earlier. He strikes me as a classic American business success story, a man who built an empire based on hard work and good ideas. Here’s an excerpt from a Dallas Observer article covering Brinker’s life:

Brinker, who started out as a busboy in Southern California, moved to Dallas in the early 1960s.
His first restaurant was a coffee shop on Gaston Avenue called Brink’s.

Brinker retired as chairman in 2000 after building the chain of more than 1,000 casual-dining restaurants. The company now has 1,700 restaurants in 27 countries.

Not only that–Brinker was national champion polo player, survived a bad accident and cancer, and mentored numerous employees and entrepreneurs. He left a powerful legacy. I hope others follow in his footsteps.

Fortunately, the systemic components of the CEO issue can be fixed. Here are ten suggestions on how to make better CEOs:

1. Recruit Right

Don’t go for charisma, status, or existing rank. Go for who’s right for the company’s strategic direction, be it downsizing, fixing a dysfunctional company, or handling rapid growth.

This The Street article quotes Harvard Business School professor Rakesh Khurana as saying that:

…the singular pursuit of charismatic leaders has led many boards to consider only external candidates who have already achieved a high rank and status — even if they are wrong for the job. These charismatic personas, even when they boost the company’s fortunes as General Electric’s Jack Welch did, often destabilize the corporation.

The article goes on to say that people choose charismatic CEOs based on the assumption that one powerful individual can solve all the company’s problems. It’s an attractive ideal that often results in disaster.

Look for someone with a record of cultivating leadership and trust. Find someone who reflects the values of the company, but won’t necessarily become a media darling.

2. Set Realistic Term Limits

Some experts say that CEOs should be given a period of up to a decade to perform well as a CEO. In real life, however, CEOs sometimes find their heads on the chopping block if their actions don’t result in significant shareholder return after three. What’s the right length of time to keep a CEO?

The key is to find that term limit sweet spot where CEOs can both mature into their roles and offer desirable returns. In the 1980s, it wasn’t uncommon for big companies like AIG, Disney, and Viacom to be run by the same chiefs for 20 years or more. Nowadays, Internet technology and globalization have distributed company workforces and functions so extensively that charismatic leaders with long tenures are no longer necessary. Companies survive—and thrive—without them.

We give US presidents a maximum of 8 years on the job. Why not do the same for CEOs? That way, the organization, not the ruler, gets emphasized.

3. Strengthen the Board

Hold the Board of Directors to high standards. A strong board checks and balances the CEO. Directors should be able to help solve business problems. They should understand the business well.

For their part, CEOs need to communicate openly and frequently with the board. Sarbanes-Oxley holds directors liable for failures, so the pressure is on directors more than it used to be. The ideal CEO would update the board frequently and engage in communal problem-solving–and the board would capitulate with its helpful knowledge of the business.

4. Strengthen the Organization

A CEO operates within an organization. That organization as a whole should be stronger than the CEO, so that when the CEO leaves, the organization doesn’t collapse. The CEO should have a symbiotic relationship with the organization: The organization grows and cultivates the CEO, while the CEO builds and propels it forward.

Jack Welch is a famous example of someone who was developed by his organization into an excellent leader. GE had a culture in which managerial training and development were key. The Jack Welch that we know wasn’t born that way—he came out of the organization.

Any organization should have a series of systems, checks, and balances in place that allow it to perpetuate with different leaders.

5. Hold CEOs to Higher Learning Standards

Adaptability is the key to survival in any organization. And to adapt, people usually have to learn something new. A good leader is a good learner. But how can an organization ensure that the CEO is learning as much as s/he needs to in order to effectively grow and manage the company?

Simple: Hold CEOs to training standards. Teachers and doctors need to renew licensing requirements every few years. Why is this not the case for CEOs (without the license part)? All CEOs should attend a certain number of industry-specific trainings or workshops a year. They should review their findings with the board. If the board finds a potentially harmful weak spot in the CEO, s/he should attend a training to remedy it.

6. Hire from Within

Remaking an organization isn’t necessarily congruent with building success. Many companies recruit from the outside because they want to retool their strategies and cultures. The same can be accomplished with someone already on the inside, who is already familiar with the country and has cultivated ideas over time. Hiring from within isn’t always better, but at least considering it could yield surprising results.

7. Choose a CEO People Would Elect

A good CEO inspires people to be not only better workers, but better leaders. He makes employees feel like the company’s accomplishments and ideas are their own. Employees see a reflection of their own aspirations and efforts in a good CEO, are compelled to work hard, and inspired to learn new things.

Boards should keep this kind of ideal employee response in mind when selecting a CEO. A CEO should be a people person—for the employees in the company. A good manager is one thing; a good leader requires more. Ask whether employees—not just the board— would elect this person.

8. Require Community Involvement

Willie E. Gary, Chairman & CEO of cable company MBC, represents a grassroots campaign called Making Better Communities, which educates people on health, technology, finance, and education so that they feel empowered to improve their situation. Several years ago, Google founded Google.org, which invests in nonprofits and renewable energy. These companies aren’t only reaping profits, but putting money and power back into the community.

There’s a tradition of corporate giving in this country—many nonprofits have corporations as major funders—but there’s no requirement. Directors should require the CEO to be a visible part of a community organization, or to make visible donations. It will go a long way towards solidifying the company’s reputation, keeping community on the CEO’s mind, and giving back to people who need it.

9. Make CEOs Twitter or Blog

After Enron, WorldCom, AIG, and many other notorious corporate flops, people trust CEOs less than ever. When employees mobilize lack of trust in their bosses through the Internet, the CEO could take a major fall (Carly Fiorina comes to mind here). Unpopular CEOs lose director support and end up sabotaging their own careers.

How can a CEO insulate herself against the destructive effects of online mobilization? Be well-liked, for one. And use blogs or Twitter to take that popularity and transparency one step further. If directors required a CEO to keep a blog or tweet on a regular basis, the entire organization would have access to his or her input, from anywhere, at any time. Nobody would be left in the dark. Communication would remain open, and the CEO has a greater chance of remaining a trusted member of an organization, even when things to go awry.

10. Limit Compensation

President Barack Obama has already taken steps in this direction. The idea is not only to avert fraud, but to make the job attract people more interested in the leading an organization than furthering their own power, wealth, and prestige. This new kind of CEO would have to be more interested in leadership and influence than perks. Combining lower pay and compensation standards with term limits could attract a different breed of CEO.