The following comments by Andy Goodman were made during his interview with writer Richard F. Stolz:
"I don't know if anybody would necessarily want to do [what I did at CA]. I'm not afraid of challenge and risk, which kind of leads me into situations where I actually like to build. I like challenge, and the ability to solve world-class problems. And I like to lead an organization that can be impactful; and I think the challenge here has been an extraordinary one. In retrospect, I wouldn't have traded it for anything."
"HR needs to be a champion of the employer, custodian of the culture and also a partner to the business. And those are always tightrope types of balancing acts that the function needs to play, and play well, if it's going to be effective in an organization. But ultimately, the best thing HR can do is to help build a culture and put in the process that enables every individual to ensure that the organization is doing the right thing. And it's not incumbent on one function or one individual for that to occur. It really is [a matter of] deputizing the organization to say, anybody that sees anything wrong is empowered to do something about it. And that's the only way to ensure that the guard rails are up."
"[Having started my career as a secondary school teacher,] I think [teaching is a] part of me and it's part of what I enjoy and . . . what I think I continue to do. I think a lot of what I do is coach and counsel, and that's a very basic part of being a good teacher. And I think the ability to convey a thought -- whether it's to 35 17-year-olds or one 35-year-old?is something that, if you can do well in one [arena], you can do well in another."
"I'll tell you that in the last three-plus years that I have been here, I have worked through three CEOs [and] everyone who interviewed me has been terminated and indicted . . . . I think in these events, two things happen: Either the organization completely unravels and there's kind of the traditional brain drain and people depart, or it becomes a unifying experience. At CA, it actually was more the latter."
"I kind of call this the world's biggest start-up, in that I really did have a green field. There were virtually none of the things that you would have expected to find in an organization operating around the world as we did, with 15,000 to 16,000 people. There was no performance-management system that was credible. There was no compensation system. There was no organizational structure or hierarchy to relate to of any meaning. There was virtually no proximity to the business to be able to drive organizational-needs analysis and organizational development. All of those were just missing components. To a large extent, I felt like I was brought in and shown the Grand Canyon, given a teaspoon and told, 'Fill up this hole as quickly as you can.' "
"I think right now, with the way that CA's operating, what occurred in the past would never have occurred; and HR absolutely could have and would have played a role in doing the right thing."
"I think there was absolutely a challenge to be able to get people to kind of accept the vision and accept what could be. There wasn't a lot of proven ground to be able to talk about. But again, when you're recruiting for individuals who are going to go into that environment, they are not people who are traditionally satisfied by going into maintenance-mode kinds of jobs. So it ended up representing a much more difficult screening and sourcing process. [Nevertheless,] the people who came to the table were the right people and, ultimately, were not that hard to get on board once we described what the opportunity could be."