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Technological advancement
is another example of how
leadership plays an impactful
role in today’s marketplace.
And one of technology’s
best global leaders is none
other than Gwinnett-based
NCR Corporation. Terri
Jondahl, CEO of CAB Inc.
and Gwinnett Chamber
Chairman of the Board,
gleaned insight from
Chairman and CEO
of NCR Bill Nuti
on the latest in the
company’s growth
and product development and what’s on the
horizon.
Q: NCR has seen continued
expansion even in this economic
downturn. How was this made possible?
A: In 2006, we embarked on a
transformational journey to ‘reinvent an
icon’. At NCR, we knew we had to make
some strategic moves to architect our vision
for the future – re-imagining and re-shaping
our operational infrastructure by building
ecosystems of innovation and talent.
We underwent a multi-phase
transformation and reinvested well over
$400 million in the midst of the downturn.
At this time, we relocated our headquarters
to Georgia where we built out a world-
class training facility in Peachtree City and
a global, LEED-certified manufacturing
facility in Columbus. Today, we are at the
vanguard of a shift in developing a regional
manufacturing structure that brings skilled
manufacturing jobs back to the United
States, helping us bring new technologies
to market faster, and be more responsive to
customers. This move has also allowed us
to forge strong public/private partnerships
with local universities like GTECH –
fostering collaboration and
helping us ensure we are on
the cutting edge of training
and innovation.
From a solutions
perspective, we have focused
on creating a hardware-
enabled, software-driven
business model through
organic growth and
successful integration of
acquisitions, including
Mobiqa, which we have
leveraged to create a global
mobile banking platform, and
our acquisition of Radiant,
which forms our third largest vertical and
leverages their strong software and services
capabilities that will be developed across our
other industry lines of business.
We have also focused on creating a
regionally aligned and globally integrated
organization with sales theatres better
positioned in emerging and mature markets
and aligned with R&D, manufacturing and
services. We continue to align and focus our
R&D at a regional level across the globe in
order deliver consumer driven innovation
based on unique consumer demands and
technology infrastructure. We recently
formed a strategic agreement with Scopus in
Brazil, this transforms our market position
and better positions us for growth as we
innovate for the specific needs of this fast-
growing market.
Q: What does NCR’s acquisition of
Radiant Systems mean for the company
and its customers?
A: As a result of this transaction, NCR
will immediately become a leader in the
$8 billion hospitality and specialty retail
industry. It’s a perfect strategic fit for NCR,
leveraging our global brand and reach,
Radiant’s software and software-as-a-service
(SaaS) capabilities, and both companies’
comprehensive, industry-focused suite of
solutions and expertise, channel partner and
service networks. The coming together of
these two great Georgia-based companies
is exciting and will extend our global
leadership position as the preeminent multi-
industry technology company focused on
businesses serving consumers.
The proximity of NCR and Radiant also
allows us to align and continue to expand
our ecosystem in Georgia -- increasing our
innovation quotient, as we collaborate, grow
and help to sustain the local economy. That
said, the consolidation between our two
companies is a crucial next step to align
our people, our culture and our thinking
to ensure the consistency and efficiency of
services and products for our customers -
necessary elements of promoting a culture of
innovation, speed and market leadership.
Q: What can the public expect from
NCR in terms of its strategy for future
growth?
A: Continued investment in emerging
markets is critical to NCR’s future and the
growth of our company, especially when
we consider the fact that 93% of the world’s
middle class will be living in emerging
markets by 2030. Nearly 80 percent of our
revenue comes from outside of the U.S.;
so not only is investment in the traditional
emerging markets such as Brazil, Russia,
India and China crucial to the future of our
business—but branching out and investing
in tier two markets such as Egypt, Indonesia
and the Czech Republic will become equally
as important for the future of our success.
In developed markets, the consumers’
appetite for information has changed. Our
strategy must focus on the “Digital Native”
subset – these 100 million-strong generation
Y consumers who desire self-service
innovation and are growing in wealth and
Question & Answer Session
Bill nuti , chairman & ceo, NCR
THE EXECUTIVE – FALL 2011
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