April 13, 2005 3:19 PM PDT

Investors, analysts frown on exit of Siebel CEO

Just what are the people who run Siebel Systems thinking?

That's the question on many people's minds after the software maker's board dismissed CEO Mike Lawrie on Wednesday, after less than a year on the job.

George Shaheen
George Shaheen
CEO, Siebel

On a conference call just hours after his appointment, Siebel's new chief, George Shaheen, did little to illuminate the issue. Shaheen, a longtime board member and the second person to take over as head of Siebel after founder Tom Siebel stepped down last year, talked of vague plans to renew the company's focus on "customer value." He also said he is not an interim chief.

But analysts and observers don't buy it, and now they're second-guessing the company.

"That place is a disaster," said Peter Coleman, a securities analyst at ThinkEquity Partners. "To get rid of somebody before you've given them a year to try shows there was more going on."

In Coleman's view, Siebel politics drove Lawrie's exit from the company. Lawrie is a respected and capable IBM veteran, who many saw as Siebel's best chance to right itself after being knocked off course by customer satisfaction problems and intense competition from Oracle, SAP and upstart Salesforce.com. All four companies make customer information systems for big corporations.

But Lawrie didn't replace a lot of high-ranking Tom Siebel loyalists, including Executive Vice President David Schmaier, who had longed for the CEO post. Infighting and resistance may have doomed Lawrie, Coleman said.

Others say Lawrie's ouster was a knee-jerk reaction to angry shareholders who were calling for change after disappointing first-quarter earnings. Another view is that the board may have brought Shaheen in to sell the company.

Michael Lawrie
Michael Lawrie
former CEO, Siebel

"When you pick one of your board members as your CEO, it's often not a long-term thing," said Jon Holman, who heads up executive recruiting firm Holman Group. "Statistically speaking, when a board member is recruited, it's either because a company plans to sell the company, or there's an agreement that they'll do it for 12 to 18 months or so, until the company is on an even keel, and then recruit another CEO to take over."

The question is who would buy Siebel? The company is not cheap with its $4.47 billion in market capitalization. Tom Siebel, who still owns nearly 10 percent of the company and remains chairman, would no doubt want a premium for it.

One logical buyer is Oracle. The company is on an acquisition mission and had, at one point, put Siebel on its shopping list. "Oracle will buy them if they don't turn things around," said Bruce Daley, editor of the Siebel Observer newsletter.

But Oracle is busy digesting the $10 billion buyout of PeopleSoft and the subsequent $650 million Retek deal. Siebel might be more

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