No one said Ben Verwaayen's job would be easy. But the difficulties facing the new chief executive of Alcatel-Lucent (ALU) were underscored on Oct. 30 when the French-American telecommunications-equipment maker reported quarterly results below analysts' already low expectations. Operating profits fell 43% year-on-year, to $51 million, as revenues from its core business, sales to fixed-line and mobile-phone carriers, slumped 13%, to $3.5 billion.
In an interview with BusinessWeek, Verwaayen promised to deliver a plan by early December to streamline the company's operations and product portfolio, while sharpening its focus on lucrative new businesses such as services. He also hinted at a shakeup in top management, which has changed little since Verwaayen, the former boss of British telco BT Group (BT.L), took over from former CEO Patricia Russo six weeks ago (BusinessWeek.com, 9/2/08). "We have truckloads of things to do but great opportunities in front of us," he says.
Despite what Verwaayen agrees are "unsatisfactory" profits, the Dutch-born CEO noted that Alcatel-Lucent is generating positive cash flow from operations, some $134 million during the quarter. And he said the company is sticking with its earlier guidance for 2008, which calls for operating margins in the low to mid-single digits and revenues flat to slightly down vs. 2007. Investors seem reassured: Alcatel-Lucent shares soared 22% in early trading on Oct. 30, though they're still down some 80% since the company was created by a transatlantic merger two years ago.
Behind Its RivalsAlcatel-Lucent's results also continued to lag those of its closest rivals. Sweden's Ericsson (ERIC) beat analyst estimates when it reported third-quarter revenues on Oct. 20 of $6.36 billion, up 13%, though its net income fell 28%, to $384 million. Nokia Siemens Networks, a joint venture of Nokia (NOK) and Siemens (SI), reported third-quarter revenues down 5%, to $4.38 billion, on Oct. 16, with a small operating loss of $1.26 million.
Verwaayen, who won plaudits for his stewardship of BT, is already signaling he'll be a stringent cost-cutter. He's selling off Alcatel-Lucent's fleet of corporate jets. And rather than hiring consultants to diagnose the company's woes, he has invited customers and employees to e-mail him with criticisms and suggestions. "Engaging in direct dialogue is a better way than bringing a consultancy in. You hear it from the horse's mouth," he says.
Verwaayen says he sees opportunities for "massive cost savings" by eliminating duplication in operations and in the merged company's product portfolio. But he downplays the possibility of major job cuts, beyond the 16,500 positions—nearly 20% of its workforce—already set for elimination under an earlier restructuring plan. "Everybody immediately jumps to job cuts," he says. "I think it is the wrong focus to start from."
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