Multiple home bases present challenges but also proximity to
talent pools
By Te-Ping Chen
This article is being republished as part of our daily
reproduction of WSJ.com articles that also appeared in the U.S.
print edition of The Wall Street Journal (November 8, 2018).
For months, Amazon.com Inc. has wrestled with what city or
cities to choose for its next headquarters. Once decided, it will
face yet another challenge: how the multiple-HQ arrangement
actually works.
Amazon's decision to build another home after a yearlong search
puts it in diverse company. Some companies such as telecom provider
CenturyLink Inc. and Bank of America Corp. operate with what are
effectively multiple headquarters -- unofficial or otherwise -- as
a result of mergers or CEO changes. Others, like Massachusetts- and
Luxembourg-based Samsonite International SA, have sought them out
for tax advantages, or embraced the arrangement to draw talent.
The Wall Street Journal reported Monday that Amazon plans to
split its second headquarters evenly between two locations rather
than picking one city for HQ2, a surprise decision that will spread
the impact of a massive new office across two communities.
Todd McKinnon, chief executive of Okta Inc., an
enterprise-software company with headquarters in San Francisco and,
since 2017, also in San Jose, Calif., said he was initially
hesitant about designating a second headquarters. But the company
wanted to recruit more from the South Bay area, so the company
created an official second home base to attract talent who wouldn't
be content in what might be perceived as a second-fiddle office.
The company now has around 120 workers in San Jose and 700 in San
Francisco.
Part of Mr. McKinnon's skepticism came from his time as head
engineer at Salesforce.com Inc., when he said he had seen the San
Francisco-based company open a San Mateo, Calif., office that
failed to take off as a talent magnet. At Okta, he said, the
company pushed aggressively to make sure it staffed up quickly in
San Jose so the office wouldn't languish.
"You can't let it happen organically," Mr. McKinnon said, adding
that it can be a challenge to get managers to bolster head count in
a new location.
A Salesforce spokeswoman confirmed the San Mateo office closed
in 2017 after more than a decade, adding that the company was
"excited to bring more of our employees together" at its campus in
San Francisco, which includes the newly built Salesforce Tower.
Some executives at companies with more than one base of
operations say spreading out senior management gives them access to
more customers and diverse insights.
"Companies will be left behind if they don't do it," said Peter
Gassner, founder of Veeva Systems, whose executives are scattered
around the country, including in Philadelphia and Pleasanton,
Calif., where the cloud-software company is based. "It's just our
headquarters in name," he said of the latter.
To reinforce the notion that location doesn't matter, he said,
if any meeting has remote participants, then everyone else must
individually videoconference in -- even if they are sitting in the
same office: "That's the etiquette," Mr. Gassner said.
Still other outfits, such as law firms and architecture firms
with a global footprint, eschew the idea of a headquarters
altogether, partly to avoid giving clients the impression that any
particular office is second-tier.
To mimic a water-cooler-style atmosphere, software company
Qualtrics -- which has twin headquarters in Provo, Utah, and
Seattle -- keeps its snack areas outfitted with screens displaying
live feeds of snack areas elsewhere so that employees in different
places can strike up conversations. The company's CEO is based in
Utah, while its engineering head and chief experience officer are
in Seattle.
"As long as the decision-makers are clear, then it's not like
there's a power grab," said Mike Maughan, head of global insights
at Qualtrics. He said the dual arrangement helps publicly reinforce
the image that the company -- which also maintains offices in
cities including Dublin and Sydney -- is comfortable working across
time zones.
Tech companies aren't the only ones to embrace multiple
headquarters. Houston-based Halliburton, for example, opened a
Dubai headquarters in 2007 as energy projects in the Middle East
and Africa proliferated.
Unilever has long operated as two separate listed entities with
bases in both London and the Netherlands. Unilever recently tried
to consolidate the dual structure -- the legacy of a 1929 merger
between Lever Bros., an English soap maker, and Margarine Unie, a
Dutch margarine producer -- saying that it would help simplify the
company's business operations. But it jettisoned plans to shift
operations to the Netherlands after investors protested the move
would mean the company losing its place in the U.K.'s FTSE 100
index.
A proliferation in mergers and a more global approach to banking
has produced diffuse headquarters in that sector. A decade ago,
most top executives at Bank of America were based at headquarters
in Charlotte, N.C. Since then, senior managers have fanned out
across the East Coast. The bank bought New York-based Merrill Lynch
in 2009, expanding its presence there, and in 2010, Brian Moynihan,
who lives near Boston, became CEO, bolstering its presence
there.
Some management experts remain skeptical of such far-flung
leadership teams. Qinghai Wang, a University of Central Florida
professor who has studied the link between headquarters locations
and stock performance, said dispersed senior management can make it
harder for executives to exchange information. "Decision-making
should be concentrated," he said.
Companies with multiple headquarters say that many of their top
managers are on the road for much of the week anyway and that
technology keeps them tethered together.
Philadelphia-area health-care IT company Accolade Inc. expanded
to a second headquarters in Seattle in 2016 after recruiting CEO
Rajeev Singh, who lived and had co-founded expense-management firm
Concur in Seattle and pitched the city as a good base from which to
expand Accolade's tech capabilities. Accolade's chief financial
officer, Steve Barnes, said the second home city complements
Philadelphia's strength in the health-care sector. Mr. Singh and
another Seattle-based executive, Chief Product Officer Mike Hilton,
come to the Philadelphia area every couple of weeks, and the
executive team, which includes members in Scottsdale, Ariz., and
Atlanta, meet for planning sessions every few months.
Shreeram Mudambi, strategic-management professor at Temple
University, said he expects the dual-headquarters arrangement to
become more common as technology improves and companies scour the
globe for talent. Still, he is skeptical that two headquarters can
be equal in status, as Amazon says its two home bases will be.
"The buck has to stop somewhere," he said. "There's a CEO, and
the question is, where does the CEO sit?"
Christina Rexrode and Drew FitzGerald contributed to this
article.
Write to Te-Ping Chen at te-ping.chen@wsj.com
(END) Dow Jones Newswires
November 08, 2018 02:47 ET (07:47 GMT)
Copyright (c) 2018 Dow Jones & Company, Inc.
Amazon.com (NASDAQ:AMZN)
Historical Stock Chart
From Mar 2024 to Apr 2024
Amazon.com (NASDAQ:AMZN)
Historical Stock Chart
From Apr 2023 to Apr 2024