If there is one thing that Pitney Bowes has, it is staying power. Founded in 1920 by the merger of the Pitney Postal Machine Company and the Universal Stamping Machine Company, Pitney Bowes is one of the 87 companies that has been a part of the S&P 500 since 1957. In this interview, Eric-Yves Mahe, president, Asia Pacific and Middle East, Pitney Bowes, shares his thoughts on how a company can stay relevant -- and CIOs will particularly benefit from his advice on how IT should be managed post-merger.
Could you please give us a brief overview of Pitney Bowes globally and how you use IT?
We have around 36,000 employees worldwide and a turnover of around [US]$6.3 billion, and naturally, considering our size and worldwide operations, we use IT extensively at a strategic level and for R&D.
How important is Asia Pacific for you?
In Asia Pacific, for which I'm responsible, we have over 1,000 people. Pitney Bowes has a policy of not giving breakup figures by region, so I cannot tell you the exact number, but I can tell you that we have been witnessing double digit growth in Asia Pacific over the last few years.
You have been in India for three years. How do you see the market here?
India is one of our important areas of operation worldwide and we have 19 offices here, with around 200 employees. We believe that the Indian market will grow faster in the next few years.
Pitney Bowes has made $2.5 billion in acquisitions since the year 2000. Can you talk about how these acquired companies are integrated with Pitney Bowes, both from an IT as well as a non-IT perspective?
Before a merger, our IT organization works with the IT team of the entity to be acquired and irons out these issues. From a non-IT perspective, we understand that integration is critical to any acquisition. Therefore, we focus strongly on managing the expectations of the people of the acquired company.
Pitney Bowes is one of 87 existing firms that have been members of the S&P 500 since its founding in 1957. To what do you attribute this? Has IT played a part here?
We do our best and we manage the company very carefully. Since the formation of Pitney Bowes in 1920, we have been committed to taking good care of our shareholders, and I think that this has helped us a lot.
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