| Topic Name: |
Where are the critics |
| Message Name: |
I am shocked |
| Date Posted: |
01/28/2006 |
| In Reply To: |
I hate to break this to you Tramp, but the supposed turnaround/booster/whatever you're talking about didn't start in Q2...it's been bumbling along since 2002 when the frogs began implementing the "RIF'ing Our Way to Profitability" strategy and changing NA leadership more frequently than you change your socks. Your Q2 program is just "take 12" on the same old tune. Booster execution? What a joke. CG's "booster" strategy comes to this...when the ship is sinking, sell the lifeboats.
Forget about BT 101, you're living the pass/fail version of Business Transformation for Dummies in real time.
Wonder who'll be leading NA next quarter?
|
| Message: |
That was a joke. Probably I should come back and head NA.
They had several BT initiatives since the merger in 1999. None of them were transformations but business constrictions.
I agree that those were completely flawed ideas. The general theme of all the initiatives were ??The market is down we are resizing??, ??I just do not know what I am doing but let me shoot in the dark and see if it hits something??,
meanwhile the Indian companies were growing and growing to become the monsters they are now, Accenture, CSC were growing.
Capgemini send SP to India and what did he do .. He grew the P&C business to ?? 150 people meanwhile Indian companies, Accenture etc. were recruiting 1000s.
All of these were flawed.
But the current initiative was started after nothing worked i.e. 6-8 months after Chell got the reigns ?? This was run from Europe by PH, SP, PD etc. As soon as this was put into practice Chell resigned. Chell did not agree on the approach.
This worked. Now Capgemini needs a new leader (SP should stay in the job) but there should be an Executive VP for NA. That is going to be ??.
|
|
