A critical evaluation of the reasons to Simon Cowell’s success
Table of Contents
Main Views of Management3
Intrinsic and Extrinsic Motivation4
Kirton Adaption-Innovation Inventory5
Belbin team role self-perception inventory6
Simon Cowell is a British Music Executive and entrepreneur. Like many entrepreneurs he has had it all, lost it all and got it all back again.
Cowell dropped out of school at 15 and had no formal qualifications. He started off working in the mail room for music label giant EMI thanks to his father’s connections within the company. (The Biography Channel, n.d). After becoming a Record producer, Cowell decided to set up his own record label, Fanfare.
Due to no fault of his own, Fanfare Records failed when its parent company went bust. Cowell, who was 30, lost everything and was forced to move in with his parents. In an interview with Bloomberg Businessweek, Cowell admits that loosing everything “was the best thing that happened in my life” (Cowell, 2006). Cowell started making a name for himself at Fanfare records and when that failed, BMG hired him as an A&R (artists and repertoire) Consultant where he signed acts such as Westlife (Sony Music Entertainment, 2007). As an A&R consultant he was responsible for scouting and signing artists to the label and negotiating the contracts. Like many entrepreneurs, such as Donald Trump, Lord Alan Sugar and Peter Jones, Simon Cowell is a household name in the UK and America due to TV talent and reality shows including Dragons Den, Britain’s Got Talent and The Apprentice. However, the difference with Cowell is, that instead of just being paid to star in them as a judge, he helps create and produce them as well manages many of the acts that appear on his shows. In 2001 Pop Idol aired for the first time on British TV. Cowell was known as “Nasty Simon” due to his nasty comments and his attitude towards acts he thought had little or no talent. This image may not be totally down to Simon’s personality. Cowell was working with publicist Max Clifford. Clifford obviously helped Cowell create a persona and an image, which would get him noticed and talked about. This was one of the first signs that publically showed Cowell and the creativity, which he possesses, and the lengths he would go to. Leadership Styles
In 2002, Cowell, ignoring and learning his previous failures, set up a new record label and Television production company, SYCO Music (Cowell, 2006). The name SYCO comes from the “Sy” sound from Simon and the first two letters from Cowell. This time Cowell formed it as a subsidiary of Sony BMG to ensure it had the best possible chance of survival and success. It is at this point in his life that it could be said that he shows characteristics of various creative and visionary leadership styles. According to the following table, Cowell’s characteristic style mainly mimics that of the American scientist and inventor, Edwin Land as well as a proselytiser like Apple Inc. CEO, Steve Jobs.
| Salient Capacities| Content| Process| OrganisationContent| Product/market context| Target group| Creator(Edwin Land)| Inspiration, Imagination, foresight| Product focus| Sudden, holistic, introspective, deliberate| Start-up, entrepreneurial| Invention and innovation, tangible products, niche markets| Independent consumer, scientific community| Proselytiser(Steven Jobs)| Foresight, imagination| Market focus| Emergent, shifting focus, interactive, holistic| Start-up, entrepreneurial| Tangible product, adaptation, mass market| Collective market, competitor infrastructure| Idealist(Rene Levesque)| Imagination, sagacity| Ideals focus| Deliberate, deductive, introspective, incremental| Turnaround, public bureaucracy | Political concepts, zero-sum market | General population 50% market share| Bricoleur(Lee...