| Topic Name: |
What's a BAH Partnership worth? |
| Message Name: |
re Clarification |
| Date Posted: |
03/06/2006 |
| In Reply To: |
The Global Government Market unit is essentially a subset of today's WTB. Some small activities from WCB were moved into WTB two years ago (and have prospered). So no new changes there.
The Global Commercial Market unit is essentially a subset of today's WCB. No real change there.
The Global Integrated Markets team is an umbrella group that combines three units that will be operating largely as before. No real changes there except the three are together.
The only place where we will see lots of change is in the Global Capabilities unit and that is where the functional cells formerly in WCB and WTB have been combined. And this unit has been operating (successfully) in this model for about a year now. So yes, the changes continue there, but we are already well along that path.
More fundamentally, we are NOT seeking to merge anything. Even whe are combining functional units from WTB and WCB (e.g., in IT) many of the things that made those units distinct are being maintained.
The real change is now we can bring all of the capabilities to all of our clients. It was just to hard to do it before. Now it will be business as usual. So our clients will be the ones who see the biggest differences. The only place a merging will take place will be on a client-specific team. But that doesn't worry me since our client teams already merge WCB or WTB staff with client personnel and we are used to running heterogeneous teams. |
| Message: |
Thank you for your response. OK so we remove the problem of semantics and call it a regrouping (or whatever) instead of a merger. I think that was understood previously, as stated (though a little differently) in one of Vudu's post.
But to be frank, (and again, speaking as an outsider) once one distills out all of the "rah-rah" support of the company, I still see a situation in which CB'ers and TB'ers that did not work together previously, can now find themselves working together on the same project in order to provide both sets of services to the client (albeit to a lesser degree depending on the operating unit as you've pointed out). While I respect your opinion that the endeavor has been successful to date, I again have to wonder about the potential for long term success of such an endeavor.
CB'ers are going to resent the TB'ers on their team when they get stuck with extra work b/c the TB'er has to stay home or leave early to pick up kids due to school closings based on a .00001% chance of snow (dont laugh - it happens continuously in MD/DC/VA area); and TB'ers are going to resent any requirement of additional time/effort that interferes with their work/life balance. In fact, I've heard elsewhere that "issues" arise
within TB when the folks w/o kids are expected to pick up the slack to compensate for those with kids or other outside obligations.
I'm sure the staff for the most part is professional enough to not let the client be affected by that type of internal strife - but realistically speaking, its just a matter of time before the effects are realized in some way shape or form.
I realize that I may be missing something and it may not be as simple as I have suggested. Please feel free to correct any erroneous assumptions on my part. My objective in posting here is to learn more about the company - not to disparage it in any way. As such, I welcome your response and insight.
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