"Thomson Reuters' Culture of Organizational Curiosity" Interview
What’s your view on strategic planning?
We have a strategy and a plan about where we’d like to be in three years, but we never let the plan get in the way of the first shot in the battle.
I see a lot of organizations trying to make the world fit their plan. It’s not possible. The world is changing too quickly. The ability to be nimble is the single determinant between those that are succeeding and those that are failing. Rigidity is the enemy of progress. The most successful companies embrace the world’s chaotic energy. Chaos opens up opportunities.
I understand Thomson Reuters has a constitution.
Yes. This constitution, which we call “the trust principles”, drives our DNA and ensures that we are ethical, honest, and not conflicted in the way we report news. Trustees – not the board, not our shareholders — manage this constitution. They are in place to ensure that our news organization runs according to the values that have been in place for over 150 years.
Describe Thomson Reuters’ culture?
We really believe we’re doing something for the world. People are passionate and incredibly energetic. Bringing fact-based news to the world is a terrific mission, and great business. And at the core of our culture is organizational curiosity.