LinkedIn Series, Corporate Leadership

Is Apple’s Stand on Phone Security Patriotic?

Reposted from Dan Hesse's LinkedIn series on Executive Leadership and Corporate Responsibility. The following was published February 23, 2016. 


As criminal and terrorist technical methods evolve, the tradeoffs between what it takes to keep us safe versus protecting our civil liberties and privacy bears vigilance. As my concluding quote in Friday’s Wall Street Journal article suggests, patriotic people who love our country and who have the values we hold dear are on both sides of this debate.  

As a former telecom CEO, I’ve been faced with this dilemma.  A CEO has to balance the interests of customers, shareholders, the public at large and the communities served, while upholding the law (which is not always crystal clear).  It’s important that US law be specific and evolve as technologies and criminal tactics do. If we’re to find a“Goldilocks solution” (getting it “just right”), it requires more trust and dialogue between privacy advocates and law enforcement than exists today.

LinkedIn Series, Corporate Leadership

The Complexities of our Digitally Connected World

Reposted from Dan Hesse's LinkedIn series on Executive Leadership and Corporate Responsibility. The following was published August 16, 2015. 


Today’s New York Times front page story on AT&T highlights one of the many dilemmas raised in a speech I delivered in March titled “Is a Digitally Connected World a Better Place?” The speech was one of two keynotes from the New York Global Leaders Forum annual gala; the second delivered by NSA Chief Admiral Mike Rogers in which he discussed cyber security.

In my address, I posed a question to the audience:

“Which CEO is more patriotic, the one who provides all of the information the government requests to help catch a criminal or prevent a terrorist attack, or the CEO whose company creates tools that make it difficult for law enforcement or the government to acquire a customer’s information, believing protecting civil liberties is a higher calling?”

It’s a very tough question.

The talk explores the plusses and minuses from our digitally connected world in areas such as education, the news, the environment, economies, health care, music, safety, aging, privacy and national security. Creating a “Goldilocks Solution” (getting it “just right”) will require open, thoughtful debate, dialogue, and compromise, which the American political system could use more of in many areas.


10 Inspirational Leaders Who Turned Around Their Companies | Entrepreneur

Article originally appeared in Entrepreneur online. Article reviews the inspirational stories of 10 CEOs who revitalized their companies. Published February 2013. 


When Dan Hesse took over the role of Sprint's CEO in 2007, the company was in a freefall, reporting losses of $29.6 billion after a merger with Nextel Communications. Hesse implemented Sprint's new "Simply Everything" rate plan in 2008.

In 2008, Sprint lost 5.1 million subscribers and wireless revenue fell by $3.1 billion, but the company, which had been last in customer satisfaction surveys, was scoring higher on its customer service ratings. In 2009, Sprint acquired Virgin Mobile USA and moved into the prepaid market. By 2010, Sprint had returned to positive subscriber growth for the first time in three years. Hesse continues to serve as CEO. In 2012, Sprint reported revenue of $35.3 billion, an increase over 2011's revenue of $33.7 billion.

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