| Topic Name: |
Where are the critics |
| Message Name: |
Well let's see... |
| Date Posted: |
01/28/2006 |
| In Reply To: |
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 ??.
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| Message: |
After running through a few CG retreads and the guy who couldn't get it done at EDS to lead CG North America, it looks like the frogs are taking ex-GE info systems guys for a test drive (hey if GE develops world class electric appliance and jet engine managers, how bad can they be at developing consutling managers?).
Given CG's grasping at straws approach to business vision, it wouldn't surprise me to see them hire some ex-TaTa region manager and hope that lightning strikes. Oh wait, that's kinda like SP.
How about CSC...yeah, that's the ticket. There are any number of outsourcing execs there with two-digit IQ's that won't challenge Paul's ego and would jump at the chance to fail someplace else.
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