Getting Out and About: Listening is First Priority for New Chief Exec

Elsevier Science and Technology is one of the two Elsevier publishing divisions, the other being Health Sciences. For S&T's dynamic new CEO, Herman van Campenhout, getting to know his staff during his first few weeks with the company has been a number one priority. He's made a big dent in this task already and a big impression on us. Watch out librarians, he'll be concentrating on making connections with you next.

LC: What were you doing before you came to Elsevier?

Van Campenhout: In 2001, I joined Reed Business Information BV as CEO for the Netherlands. Before that, I was with the Royal Dutch Shell group for 17 years. At Shell, I worked in all kinds of jobs, most of them abroad — in Europe, South America, and Africa. I began my career there in sales and marketing, and later moved into general management.

LC: Why did you want the job of CEO for Elsevier Science and Technology?

Van Campenhout: Two reasons. The first is that Elsevier is a truly global business, even more global than many other “global” companies; we’ve got connections everywhere. And we’re in a business that makes a difference in the world through the proliferation of scientific and medical knowledge. What really appeals to me is that it’s a business that’s not just a business; we have a meaningful connection with society. People talk about publishing, it’s important; it’s not like selling cookies. We have contacts with many stakeholders throughout society — with the scientific community, with librarians. What we do is important and the people we connect with make a real difference in the world.

LC: What’s your vision for Elsevier in the immediate future?

Van Campenhout: I’ve only been on board since January but my starting point has been to get connected with the Elsevier community. That means traveling around a lot, talking with as many of our staff as possible, introducing myself to management teams and speaking with people in their offices. I’m doing this to make sure I really understand the business and really get to know the people who work for Elsevier. I know it sounds like a bit of a cliché but it’s true: In the end, we depend on our people and that’s why we have to listen carefully to them. It’s not the buildings, it’s not even the brand names, it’s what’s between the ears of our staff. So, I think it’s very important to listen to their input.

Next, I will make sure that I get in touch with the outside world. That means librarians, editors, researchers — anyone who contributes to, buys or makes use of our products — to make sure I know what makes them tick. My vision for Elsevier is to come up with new and innovative ideas, building on the high-quality products we have, and, of course, to grow our business so we see substantially higher than average market numbers. Exactly how am I going to that? Ask me in a few months.

LC: When you think of Elsevier, what are you most proud of?

Van Campenhout: Our people and the products, really. The products are top notch and nobody denies that. And we have very good staff. They want to make our organization work, and they’re highly qualified to do that. Those are things that make me proud.

LC: What do you think are the major challenges we face?

Van Campenhout: Our world is changing very quickly around us. The main challenges are to do with repositories, open access, web posting and search engines. What’s important though is how we work together with colleagues — from diverse fields — involved in these areas. I believe that in these challenges we will find fantastic opportunities.

LC: We’ve heard customer focus is particularly important to you and the Elsevier Board. Can you say a few words about that?

Van Campenhout: At the end of the day, our customers pay all our paychecks and it’s really important to know what’s going on with them — to know what they really think, to know what their wishes and desires are. You can only know that if you go out to them and talk to them, if you see them, if you connect with them. We should not get bogged down in internal discussions. We all need to go out and see real customers and understand what makes them tick.

LC: What do you think are some of the challenges our customers are facing?

Van Campenhout: I’m still learning, but the first thing librarians have told me about is decreasing budgets. But further to this, librarians and libraries are challenged with redefining their roles and mission in a rapidly changing environment fueled by new technologies, new Internet economics, and even political policy. Most of the librarians I’ve met so far relish the opportunity and excitement that these challenges pose. It’s a very vibrant community.

LC: Do you think we have any challenges in common with our customers?

Van Campenhout: One interesting challenge is that publishers and librarians are working so hard to create a seamless integrated experience for end users that we might both be obscuring our value to the reader. Scientists and students increasingly may not recognize the value of the librarians and publishers who are creating and delivering the information at hand.

LC: You attended ALA Midwinter in Boston. What did you take away from that experience?

Van Campenhout: One thing that has stuck with me is how well received Scopus was. I spoke to many librarians and had the opportunity to have dinner with some of them. Those interactions gave me some excellent insights into what’s important to librarians and how they see the world.

LC: What do you think is most important when engaging with customers?

Van Campenhout: Really listening to them. It’s the only way for us to know which products we should make and what kind of customer service we have to give. You cannot establish that from within a silo, from your ivory tower or from talking to your own staff. You have to engage with customers as well. We should be a 100% externally focused company. Anything we do should be based on feedback from our customers. We have to do research, we have to engage with customers, we have to show that we care, and we have to care.

LC: Do you know any librarians?

Van Campenhout: Actually, although not a librarian herself, my mum has worked in a library for 20 years.

LC: What is your experience of libraries?

Van Campenhout: As a business and law student, I used the library, of course, and I still go to libraries regularly with my children.

LC: What does a library mean to you?

Van Campenhout: Libraries mean “discovery” to me. Anyone who steps into or “clicks” into a library has opened a door to learning — and that means opportunity and discovery.

LC: When it comes to your legacy for Elsevier you want to be seen as “the man who …” did what?

Van Campenhout: … turned Elsevier into a 100% customer-focused business. Customers need to be at the beginning and end of every conversation we have.