NTT
As the saying goes , ‘ people leave bad leaders , not bad companies ’.”
To create a workplace where people enjoy coming to work and working with their colleagues , Miller focused on building a strong team . Though many positions were initially outsourced , she took the time to carefully select the right leadership team . “ This deliberate approach paid off , contributing to the team ’ s ability to scale rapidly and quadruple the business in just three years ,” she says . “ The people and leadership drive this success , and my leadership style involves regularly checking in with team members and addressing any roadblocks .”
Establishing culture and vision In terms of team composition , Miller believes it starts with establishing the desired culture and vision . NTT ’ s culture revolves around connecting people and enabling them to deliver , while the vision is to scale rapidly and enter new markets swiftly .
“ With these goals in mind ,” she says , “ the focus was on building a diverse leadership team with varied backgrounds . The team includes individuals from the data centre industry with hyperscale knowledge , as well as professionals from adjacent industries like hospitals and semiconductors .”
NTT also recruited people with deep expertise in supply chain management , “ even if they had no prior tech experience ”.
“ Despite the fast pace of work , leaders should remember that it is the collective effort of the people that drives the success of an organisation ”
BRITTANY MILLER SVP OF CONSTRUCTION , NTT GLOBAL DATA CENTERS
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