Technologies, markets, and strategies are evolving and shifting all the time. I have always tried to anticipate market trends to keep Altair—the technology company I founded 40 years ago that has 16,000-plus customers and a market cap of over $7 billion—an agile enterprise. As its CEO, I strive to constantly understand our people’s skills and ambitions and the needs of our organization; with this context, I frequently reorganize to help individuals advance their skills and perspectives while bringing new ideas and energy into new roles within the company. I leverage “creative destruction” and believe this, along with broad communications throughout the company, is one of the main reasons we are successful at anticipating and capitalizing on trends and technologies before they emerge. But more importantly, I believe creative destruction is a great way to bring the best out of your people both personally and professionally, as well as drive your business forward.
My own early experiences in large enterprises came after college when I worked for one of the automotive OEMs and realized I was not cut out to climb the traditional “corporate ladder.” Advancement was often determined by a combination of politics, seniority, and prejudice. There was no sense of the organizational fluidity, experimentation, and open dialogue I value and have tried to foster within Altair. I treasure having the space to try new things and follow my passions, whether that means success or failure.
