| T.R | Title | User | Personal
Name | Date | Lines |
|---|
| 1712.1 | Mission Statement | WR2FOR::FIELDS_WI | | Thu Jan 02 1992 16:09 | 13 |
|
The mission statement is:
"To be recognized as the best provider
of quality integrated information systems,
networks, and services to support
customers worldwide."
From: New Hire Sales, and software services training.
|
| 1712.2 | Advertising Themes are not Mission Statements | SDSVAX::SWEENEY | Make it so | Thu Jan 02 1992 20:17 | 23 |
| .0's examples are not mission statements but advertising themes.
Around 1981 "Digital change the way the world thinks" was introduced
and the later modified to be "Digital changes the way the world works".
Around 1984, for a short period, the tag was "Digital... the best
engineered computers (printers, terminals, etc.) in the world".
Around 1986 "Digital has it now" was introduced for DECworld.
We're now using the "Open Advantage" as a theme.
Mission statements are a management fad. When I first encountered the
company it described itself so:
"Digital Equipment Corporation is a leading manufacturer of small to
medium scaled computers and associated peripheral equipment. FLIP-CHIP
digital logic modules also manufactured by the company, are available
for interfacing specialized equipment to DEC's computers."
The Annual Report is the best place to look for the evolving mission
statement of the company.
|
| 1712.3 | | HOO78C::ANDERSON | Happily excited, bright, attractive | Fri Jan 03 1992 02:22 | 4 |
| Digital's primary mission is to make a profit. Should it continue to
fail to achieve this mission we will all be looking for work.
Jamie.
|
| 1712.4 | The 1992 edition | SDSVAX::SWEENEY | Make it so | Fri Jan 03 1992 08:28 | 11 |
| A "profit" is a residual, something that is left over, hopefully,
after costs are covered in designing, building, and selling some
product or service to a customer.
The ultimate end of a company is to return profits to its investors.
The means it has of doing so is to create products and services
for customers.
No one can live without breathing, but breathing isn't the point of
living.
|
| 1712.5 | | DENVER::BERNARD | Dave from Cleveland | Fri Jan 03 1992 09:30 | 14 |
|
Ultimately, a corporation has to return value to its owners. Profit
is one measure of value, but making profit the ultimate goal can mean
a very profitable and very short-lived company. The mission statement
should not be limited to the value returned to the shareholders, although
this may be the major theme. It should also include the firm's
view of itself in the community at large, hence its relationship to
its customers ("a valued partner") and employees ("a harmonious and
fair environment"), a stab at what it will do ("the ultimate producer
of whizzbangs"), and a backward swipe at the competition ("the number
one...").
Dave
|
| 1712.6 | | HOO78C::ANDERSON | Happily excited, bright, attractive | Fri Jan 03 1992 09:32 | 4 |
| While I agree that no one lives just for breathing, could I ask how
many of you only work for the money?
Jamie.
|
| 1712.7 | To be in business foever | TRCOA::BOBMILLER | Bob Miller, DTN 637-3461 | Fri Jan 03 1992 11:52 | 4 |
| Maybe our Mission statement should include the KO statement that we are in
business foever. This type of statement goes beyond profit, where profit could
be realized in the short term and the company could decline (how many of the
Fortune 50 companies of 1942 are still in the rankings?).
|
| 1712.8 | | ULYSSE::WADE | | Fri Jan 03 1992 12:58 | 363 |
| Here is the latest complete statement of Digital's Mission
and Objectives that I can find - dated 1989.
rgds Jim
--------------------------------------------------------------------------------
>>>> NOTE: THE GLOSSY FROM WHICH THIS COMES IS MARKED COMPANY CONFIDENTIAL <<<<
--------------------------------------------------------------------------------
D I G I T A L M I S S I O N & O B J E C T I V E S
TO BE RECOGNIZED AS THE
BEST PROVIDER
OF
QUALITY INTEGRATED
INFORMATION SYSTEMS,
NETWORKS AND SERVICES TO SUPPORT
CUSTOMERS WORLDWIDE
What does the mission statement mean ?
- BE RECOGNIZED ... we want to be the best and have our customers know it.
- THE BEST PROVIDER ... we are a reliable and easy-to-do business with
international supplier.
- QUALITY ... measured by customer satisfaction and adherence to the
highest standards in the industry.
- INTEGRATED INFORMATION SYSTEMS AND NETWORKS ... the way in which a
company acquires, shares, integrates and uses data to fulfill its
mission, optimize its productivity and competitiveness and plan its
evolution. This includes a wide range of compatible information-handling
products suitable for a heterogeneous multi-vendor environment, from the
user-tuned workstation to non-stop multi-MIP computers, supported by a
complete set of software tools, applications and consultancy, integrated
with internal and external networks and database architectures.
- SERVICES ... the widest range of services from first contact through end
of product life and any services with added value to help the customer to
design, implement and manage his information systems and networks,
setting the effectiveness standard in the industry and continuing to set
the pace in service technology.
- CUSTOMERS WORLDWIDE ... from the individual professional to the large
multi-national enterprise in all its locations.
P O S I T I O N I N G
STATEMENT
Digital Equipment Corporation is the world's leader in networked computer
systems.
Through innovation, we lead the market with our compatible product family,
open networks and fully integrated information systems.
You will find us open, friendly and dedicated to providing systems and
solutions that help you increase your competitiveness.
We are your long-term partner.
PURPOSE OF THE OBJECTIVES
A) All employees should understand the objectives and use them to guide
their behavior and work output. The objectives should help to make
employees proud to work for Digital and should influence the quality of
their work and their productivity.
B) All employees should be able to explain the meaning of the objectives to
their colleagues and friends (and customers).
C) Customers who happen to be shown the objectives should understand them
and feel good about them (although they are not written with external
publication as an intent) and should notice Digital's dedication to
quality.
D) Therefore, each objective has a short explanation associated with it
which can be used by managers as an aid in explaining the objective to
employees, written in clear language for a multi-national population.
THE OBJECTIVES & EXPLANATIONS
MARKET
Introduction -- the meaning of "preferred partner"
We like to establish partnerships with key strategic accounts
which go beyond selling systems. We want a deeper relationship,
which implies mutual satisfaction and long term investment on both
sides. We aim for the highest share of the Information Systems
spending of our strategic customers. Our message to all potential
preferred partners is: "Digital can help you to integrate your
enterprise and its partners and offer greater system flexibility
to allow you to change your way of doing business, as your
customers change their demands on you."
We collaborate with leading application developers and other
distribution channels to complement and supplement our solution
selling and marketing efforts to maximize quality, profit, and
volume, precisely in that order.
1. BECOME A PREFERRED PARTNER FOR ENTERPRISE-WIDE AND CROSS-ENTERPRISE
DISTRIBUTED INFORMATION SYSTEMS.
Explanation : There is a growing market recognition that
distributed computing is a more effective way of responding to the
changing needs of business. We will capitalize on Digital's
leadership in distributed computing to build a portfolio of
products, services and applications either from Digital or its
partners. We will develop the full capabilities to Market and sell
Enterprise Computing Solutions. We will make a major effort to
have applications developed by Digital and its partners on the
Digital Extended Enterprise Computing Environment : specifically
the new Digital Architectures such as DECWINDOWS, Application
Integration Architecture (AIA), Distributed Transaction Processing
Architecture and the Compound Document Architecture. This will
enable Digital to become a preferred supplier to our customers and
partners for all application development.
2. ESTABLISH AND MAINTAIN A STRONG MARKET POSITION IN THE PUBLIC SECTOR.
Explanation : the Public Sector includes the Scientific,
Educational and Research communities, Health Care, Public
Institutions, etc. These markets exert a great influence on the
total Information Systems industry and a strong Digital position
in them has a beneficial impact on other markets. Also, we strive
to be good citizens of the communities in which we operate by
contributing to the public sector needs of society.
3. BE A PREFERRED PARTNER TO THE MANUFACTURING INDUSTRIES.
Explanation : Our products are particularly suited for the
Manufacturing industries and, over the years, we have developed a
good understanding of the applications and needs of these
industries. Digital is a manufacturer, and we make use ourselves
of what we sell. We will develop an application portfolio strategy
for each of the manufacturing industries which includes acquired,
developed, jointly marketed, and referred applications.
4. BE A PREFERRED PARTNER TO THE PUBLIC AND PRIVATE SERVICE INDUSTRIES.
Explanation : In this objective, we address the Public Service
Industries and Private Services such as Banking,
Retail/Distribution, Insurance, Transportation. We understand the
requirements to provide industry specific Solution Systems. We
will develop application architectures based on a thorough
understanding of the future business requirement of each industry.
We will invest in the development of platform systems and
encourage application developers to integrate their products to
meet these needs.
5. BE A PREFERRED PARTNER TO THE TELEPHONE SERVICE PROVIDER AND
TELECOMMUNICATION EQUIPMENT AND SERVICES SUPPLIERS FOR DISTRIBUTED
APPLICATIONS.
Explanation : Because the Telecommunication markets are going
through major changes, a significant opportunity exists for
Digital to sell its distributed computing environment. In selected
market segments, country by country, we will focus on internal
data processing, software development, network management and new
telecommunications businesses such as value added networks.
6. ACTIVELY PARTICIPATE IN THE PUBLIC POLICY PROCESS AND COMPLY WITH ALL
GOVERNMENT REQUIREMENTS IN ORDER TO BE A MAJOR PARTICIPANT IN THE
GLOBAL INFORMATION TECHNOLOGY MARKET.
Explanation : Because of our size and market position, we play a
significant and visible role in the economies of most countries.
Our strength in technology, our complete product and services
offering, and our goal of open architectures makes us an ideal
supplier to ensure an open market and standards environment.
Therefore, we have many opportunities for local presence and
participation as a quality supplier, customer, employer,
technology partner and standards partner. We want to address these
opportunities fully in our relationships with customers,
governments, suppliers and the Information Technology industry as
a whole.
PRODUCT/APPLICATION
7. ENSURE THAT CORPORATE PRODUCTS INTENDED FOR WORLDWIDE MARKETS ARE
DESIGNED TO ADAPT EASILY TO ALL COUNTRY MARKETS AND THAT WE CAN PERFORM
THE ADAPTATION AND COMPLEMENTARY LOCAL PRODUCT DEVELOPMENT NECESSARY TO
MEET COUNTRY PLANS AND THE REQUIRED QUALITY STANDARDS.
Explanation : It is company policy to design and manufacture
products that can be easily adapted to country markets, while
meeting our quality standards. We do this in order to maximize our
presence in all countries and therefore our worldwide sales
volume. It is an objective of the European Marketing and
Engineering organizations to identify these needs and make sure
that they are satisfied in our Product Development Plans.
SERVICE
8. STRENGTHEN OUR LEADERSHIP POSITION IN THE SUPPLY OF A FULL RANGE OF
QUALITY SERVICE PRODUCTS.
Explanation : We must continually emphasize effective, high
quality services. We recognize that our industry is becoming ever
more service intensive and that we must anticipate and meet the
demands of our customers. In order to retain our leadership, we
must keep on expanding our service offerings. Services are an
integral part of the overall operation.
9. "MEET OUR CUSTOMER'S NEEDS BY PROVIDING FULLY INTEGRATED SUPPORT FOR
SYSTEMS, APPLICATIONS, NETWORKS,AND SERVICE PRODUCTS."
Explanation : More and more customers want complete solutions to
their business problems, not just separate hardware, software and
service components. This means that they require Systems
Integration in a multi-vendor environment; we meet their needs by
supplying standard Digital hardware, software and services,
together with customized services and project management. Where
necessary we will form alliances with independent suppliers of
professional services to meet full customer needs.
BUSINESS
10. MEET OUR OPERATIONAL OBJECTIVES WHILE INVESTING TO ACHIEVE OUR
LONG-TERM GOALS.
Explanation : We include long-term investments within our
short-term operational objectives. We are committed to a change in
operating style which will produce an increase in financial
performance, especially in return on assets. A key to these
results is successful implementation of our cross-functional
integrated operating plan and dedication to quality and
productivity throughout our organization.
INTERNAL
11. ENCOURAGE CLOSE COOPERATION, TEAMWORK AND INTERDEPENDENCE AMONG
INTERNAL ORGANIZATIONS WITH THE GOAL OF PRESENTING OURSELVES AS ONE
COMPANY TO THE OUTSIDE WORLD.
Explanation : Within each cross-functional management team, the
following functions have the primary responsibility to define and
implement our integrated business plan:
Computer Special Systems, Educational Services (customer
training), Engineering, Field Service, Manufacturing, Marketing,
Sales, Software & Application Services.
As part of each cross-functional management team, the following
functions are responsible for defining and delivering effective,
efficient and high quality cross-functional service:
Administration and Logistics, Educational Services (internal
training), Finance, Human Resources, Information Services, Law.
We will implement team metrics to ensure proper feedback to
individuals on their team behavior.
12. ENSURE THAT ALL EMPLOYEES ARE ABLE TO MAINTAIN DIGITAL'S COMMITMENT TO
QUALITY AND PRODUCTIVITY.
Explanation : Technology, competition and customers are changing
at an ever-increasing rate. We must adapt to these changes to
ensure our success. Digital's employees and their interactions are
key to meeting our objectives. Therefore, changed objectives will
be communicated effectively to maximize employee contribution to
the successful implementation of the changes in a decentralized
environment. We use a formal change management process for major
change programs (the "PROMPT" process).
13. ENCOURAGE WIDE PARTICIPATION IN DECISION-MAKING PROCESSES AND
DISSEMINATE ALL RELEVANT INFORMATION TO THE APPROPRIATE GROUPS IN A
TIMELY FASHION.
Explanation : To achieve quality, decision-making that is based on
proposals is preferred and listening to a wide variety of views is
encouraged. The company supports an open and innovative internal
environment receptive to employees' ideas for internal formal
change and improvement. We prefer a decentralized decision-making
approach, with small teams used to stimulate innovation. Some
decisions cannot be participatory; however, all decisions will be
clearly communicated and explained. Efficient implementation plans
which affect people's tasks will encourage participation as much
as possible by the individuals affected.
In the exceptional case that agreement on an issue cannot be
reached in a timely manner, the individuals involved are
responsible for escalating the disagreement to the appropriate
manager(s). This is an important part of our decision-making
process.
14. ENSURE FULL DEVELOPMENT OF THE SKILLS OF EACH EMPLOYEE TO ENHANCE
CURRENT JOB PERFORMANCE AND EMPLOYEE SATISFACTION, AND TO ENABLE
EMPLOYEES TO SHARE RESPONSIBILITY FOR MATCHING THEIR CAPABILITIES WITH
CHANGING BUSINESS NEEDS.
Explanation: People are Digital's most important asset. We believe
that the high level of skill and capability of Digital employees
is a major contributor to business success now and in the future.
We will provide an integrated framework of people development
tools and solutions which match the needs of employees with
changing company needs throughout their careers.
... Enhance current job performance
We will strive to ensure that each employee is given the
opportunity to acquire the skills necessary to perform their
current job.
... Share responsibility
All employees are responsible for their own development together
with their manager.
15. MEASURE EACH EMPLOYEE ON THE SATISFACTION OF OUR CUSTOMERS AND ON THE
QUALITY OF SERVICE RENDERED TO OUR COLLEAGUES.
Explanation : customer and colleague satisfaction are central to
our success. We expect clear measurements of satisfaction to be an
important part of the feedback which improves our performance as
individuals and as a company.
|
| 1712.9 | What is Digital's Strategic Intent ? | CHEFS::HEELAN | Mas alegre que unas pascuas | Fri Jan 03 1992 13:24 | 38 |
| The "strategic planning industry" needs to bring out new catch-phrases
and shibboleths every few years to stay in business.... how many people
remember the MBO craze ?
People get so tied up in the semantics and purported differences
between "Mission Statememts", "Goals", "Objectives" and so on, that
they forget the simplicity of what they are trying to to achieve.
The latest offerings (cf Hamel and Prahalad) are the concepts of
"Strategic Intent" and "Corporate Competencies".... have the
virtue of simplicity, ie what do you want to do and are you capable of
doing it ?
"Strategic Intent" expresses in probably not more than 5 words the
raison d'etre of the organisation. Komatsu's is "Surround
Caterpillar", NEC's is "Computers and Communications", and so on.
----------------------------------------------------
What do you think is Digital's "Strategic Intent" ?
(remember you are not allowed more than 5 words !)
----------------------------------------------------
Here are a few potential runners:
"Survive the computer shakeout"
"Be the best in computers"
"Beat IBM"
"Integration, anything, anywhere, anytime"
It will be interesting to see if there is any consensus on what
Digital's Strategic Intent is, or should be.
John
|
| 1712.10 | | HOO78C::ANDERSON | Happily excited, bright, attractive | Mon Jan 06 1992 09:49 | 10 |
| When I worked for Control Data we were very much into being so much
more than a mere profit maker. Then we opened plants in the deprived
areas and hired local people. We were so proud and noble. Alas these
plants proved to be the least efficient and when we got into financial
hot water they were dropped like hot bricks.
First turn a profit and then write the publicity crap. But please don't
start believing it yourself, that is very dangerous.
Jamie.
|
| 1712.11 | Communicate/Memorize current goals | MAY21::PSMITH | Peter H. Smith,MLO5-5/E71,223-4663,ESB | Mon Jan 06 1992 10:22 | 14 |
| Every employee should understand their organization's mission. It doesn't
have to be on a glossy brochure, and it doesn't have to be a uniform 5 word
statement for the whole corporation. It does have to be easy to commit to
memory. At every level, the mission statement which is being used should
be correlated to the mission statements of related organizations to be sure
that conflicts are understood (not necessarily eliminated, since we are
big enough to hedge our bets :-).
Without some sense of mission, it is too easy to be unproductive or
counterproductive. The degree to which we have compatible (not unified)
goals is the degree to which we can succeed.
I agree that the corporate mission statement is rather distant for much
of the corporation, but something like this is needed.
|
| 1712.12 | Fish or cut bait | CHEFS::HEELAN | Mas alegre que unas pascuas | Mon Jan 06 1992 11:09 | 5 |
| re -1 (PSMITH)
Agreed...... so what is it ? (you can use more than 5 words :-))
John
|
| 1712.13 | cutting bait at the moment :-) | MAY21::PSMITH | Peter H. Smith,MLO5-5/E71,223-4663,ESB | Mon Jan 06 1992 12:36 | 46 |
| My wording was a little fuzzy in that previous note -- I was trying to
say that the mission statement varies accross organizations. I spent
two years after returning from GEEP trying to find a "mission statement"
that I could relate to. Then I changed groups.
Mission statements which apply to organizations I am working to/with
right now include:
"Provide leading-edge RISC servers" (my immediate team)
"Stay ahead of the competition on the system technology curve" (my group)
These are interpretations based on what I see going on around me. I have
yet to set down and read an LRP -- I have been somewhat lax, because I
have moved to a situation where I have a relatively focused set of work
to do ("Get OSF/Cobra out the door"). Since my objectives are clear and
I believe what I'm doing is going to help the company, I've been less
concerned about the broader strategies.
I do understand that the objectives I just listed are not appropriate for
the company as a whole, since we are much more than a hardware/core
software company. I'm planning on increasing my understanding of where
Digital as a whole is headed when my immediate objective is met. Given
the current corporate condition, I'm not sure it helps me as a software
engineer to pound my brains out trying to put more flesh on the "nets
and enterprises" strategy yet.
By the way, your question was excellent, and shows me that I need to work
on this. Things I'm going to do personally:
1. Ask this question of anyone who will listen at lunchtime (I
asked it a lot when interviewing, but it's probably a good
idea to ask again every few months to see if we've changed
direction).
2. Read our group's LRP.
3. Ask people outside the group what they're objectives/mission
are, and how they view the relationships between our groups.
Note that for me, this is really more of a "hobby" or "career enhancement
effort."
An interesting side question after looking at my response:
Are we actually achieving movement toward the model of small
"subcompanies" with different missions cooperating closely?
If we are, and that is our goal, then we may be able to achieve
a fairly vague mission statement.
|
| 1712.14 | Trying to clarify .... | ULYSSE::WADE | | Tue Jan 07 1992 04:02 | 13 |
| Let's be clear that we are debating at (at least) two
levels here:
1 "What is the Corporate Mission Statement?". This is
easy. The answer is given (like it or not) in .1 and
(with detail) in .8. Does anybody disagree that .1
_is_ the answer, by the way?
2 "What is _my_ organization's mission and what is its
relation to the Corporate Mission and to the missions
of other organizations?". _This_ one is tougher :-)
Jim
|
| 1712.15 | Take the words out and put the feelings in ! | CHEFS::HEELAN | Mas alegre que unas pascuas | Tue Jan 07 1992 12:56 | 37 |
| re -1
Yep.... I am uncomfortable with the Corporate Mission Statement, as I
do not believe it says anything different to our competitors, and thus
does not give us an edge.
Prima facie, the aims are laudable and one has to appreciate the mental
turmoil that goes into producing Missions Statements like that.
However, when you do the journalistic trick of taking out the hyperbole
and adjectives to get at the underlying meaning, there is little of
substance left.
The second trick is to put yourself in the place of one of our major
customers and ask yourself "How does Digital's Mission Statement help
my business to become more successful ?". If the answer is "I dunno",
we are in trouble.
My concern is also about the complementarity of sub-groups missions
with the overall raison d'etre of the corporation as expressed in the
Mission statement, together with the variance with what is written for
political ends, and what is really in people's hearts.
The best I have seen, in Digital that is, was the European Mission
Statement and supporting programs published a couple of years ago. But
still suffered, IMHO, from having too many words.
I could live with a _short_ Corporate slogan (or Strategic Intent) like
"Beat IBM", or "Survive the 90s", or "Integrate anything, anywhere,
anytime". This would allow me to judge every action and decision
as to whether it was _really_ leading to the Corporation achieving
the overall aim.
K.I.S.S. as the old saying goes.
Cheers
John
|
| 1712.16 | Competition is the name of the game | BUZON::BELDIN_R | Pull us together, not apart | Thu Jan 09 1992 08:09 | 18 |
| re .15
>Yep.... I am uncomfortable with the Corporate Mission Statement, as I
>do not believe it says anything different to our competitors, and thus
>does not give us an edge.
My take is that the reason our mission statement says the same (roughly) as
our competitors is that we are in the same markets (roughly). How about
this as a mission statement?
"To compete and win in markets for computers and information
services anywhere in the world"
Competition is really what its all about! If there were no prize, no one
would compete. When the market wants something else, we will shift to
satisfy it. (Hopefully before someone else locks it up!)
Dick
|
| 1712.17 | Better, but not there yet ! | CHEFS::HEELAN | Mas alegre que unas pascuas | Thu Jan 09 1992 10:03 | 5 |
| re .16 (Dick)
That formulation is better, but what's in it for our customers ?
John
|
| 1712.18 | | ULYSSE::WADE | | Thu Jan 09 1992 11:54 | 16 |
| Re .16 (Dick)
>> How about this as a mission statement?
>> "To compete and win in markets for computers and information
>> services anywhere in the world"
Not bad, but not as good as the official version (see .1)
(to be recognized as the best provider of quality integrated
information systems, networks, and services to support
customers worldwide)
What is the purpose of your second-guessing here what the Executive
Committee has already decided? Isn't it better _either_ actively
to support that decision _or_ to present the Executive Committee
with a complete proposal to change the decision?
Jim
|
| 1712.19 | Do you bet your future on it ? | CHEFS::HEELAN | Mas alegre que unas pascuas | Thu Jan 09 1992 13:13 | 43 |
| re .18 (Jim)
Isn't _that_ what we were discussing ?
Please help me understand how the _published_ Mission Statement:
a. differentiates us from our customers
b. adds to the value of our customers' businesses
c. matches our core competencies as a Corporation.
d. tugs at the heartstrings of our employees
Do _you_ consciously consider, pre taking each decision/action, whether
that decision/action will lead towards DEC's being successful in its
Mission ?
(BTW, if you _do_, the congratulations are in order, most
employees are only vaguely aware of the current Mission Statement.)
If you _don't_, then ask yourself "why not ?", not from a soul-searching
perspective, but to discover whether:
1. You are aware of the Mission
2. You understand the Mission and your tactical
role in achieving it
3. You agree, in your heart, with the Mission and
fully support it with all your resources and
skills
4. You have the right resources, skills, policies
and procedures to achieve the Mission
If this exercise is done honestly, you may find some interesting
queries occur about communication, clarity of purpose, strategic fit of
resources and so on.
IMHO, DEC's differentiator to most of our competition, is that we are
encouraged to think about and challenge things.
John
|
| 1712.20 | | ULYSSE::WADE | | Thu Jan 09 1992 14:51 | 30 |
| Well, John, it turns out that my personal objectives
for the last few years *have* been directly linked to
the corporate objectives. I'd feel really uncomfortable
if it were otherwise!
Specifically, my motivating corporate objectives are threefold:
> [6] Actively participate in the public policy process & comply
> with all government requirements in order to be a major
> participant in the global information technology market.
>
> Specifically: "[to develop in Europe] the
> many opportunities for local presence and
> participation as a quality .. technology partner".
>
> [10] Meet our operational objectives while investing to achieve
> our long-term goals.
>
> [12] Ensure that all employees are able to maintain Digital's
> commitment to quality and productivity.
>
John: yes, I do bet my future on it, as do we all who stay with
the company. I just try to do my little bit *actively* to support
the mission and objectives. Thank you for your congratulations.
I think your questions ("do you consciously consider" etc)
are excellent - right on!
Jim
|
| 1712.21 | Active Competition | BUZON::BELDIN_R | Pull us together, not apart | Thu Jan 09 1992 14:56 | 26 |
| re .17
>That formulation is better, but what's in it for our customers ?
Customers get to choose between us and the competition. That's
the benefit of operating in a market economy. If neither we nor
the competition have what they want, maybe it doesn't exist!
re .18
>Not bad, but not as good as the official version (see .1)
The official version suffers from the passive voice
"to be recognized..."
and the implication that we have to wait for some public
statement of recognition. We don't! The Voice of the
Customer is most clearly expressed by purchases.
fwiw,
Dick
|
| 1712.22 | I feel a bit better ! | CHEFS::HEELAN | Mas alegre que unas pascuas | Thu Jan 09 1992 17:58 | 12 |
| Jim,
I feel good about your reply.
The worry is that I suspect that you are a member of a very small minority
of people who act in such an intelligent way. IMHO, DEC's salvation
in both the short and the long-term depends on our ability to increase
that number rapidly.
John
|
| 1712.23 | Nanny no longer knows best ! | CHEFS::HEELAN | Mas alegre que unas pascuas | Thu Jan 09 1992 18:28 | 46 |
| re .21 (Dick)
<Customers get to choose between us and the competition>
Big deal. If we did not exist, today the supply-side of the market
is big enough for the customers to have substantial choice. Past
glories are no guarantee of future success.
<If neither we nor the competition have what they want, maybe it
doesn't exist>
Doesn't help solve the customer's problem, and maybe it _should_
exist if the demand exists, and you can make margin.
The computer industry has to face the fact that the days of "Nanny
knows best" have long gone. From hereonin the power lies with the
customers; they have the money, they know what they want; the bigger
ones, and some of the others, know as much about the application of
computing as the computer manufacturers. Often they know more.
The good news is that DEC is making great, but painful strides, to be
far more customer-aware and responsive than in the past. Customers
appreciate these moves, but still regard us as being as arrogant
as IBM, but in a more technical way.
IMHO, there is still a very long way to go. To change we have to
indoctrinate our people with a simple message that is in their
minds all the time. (Remember "THINK" ?)
Again IMHO, the Mission Statement is too long and too complex to
remember (Without peeking, see if you can write it down, right now !).
My argument that DEC needs a shorter, punchier Mission Statement (or
Statement of Strategic Intent) on the lines of "Digital Has it Now" but
with a visionary stance rather than a tactical stance.
Isn't that what this topic is discussing ? If you are all happy with
the way Mission Statement is presented, tell me; I promise to shut
up and go away. If not, suggest a snappy 5-word slogan.
Cheers
John
John
|
| 1712.24 | | BIGJOE::DMCLURE | | Thu Jan 09 1992 19:15 | 10 |
| re: .23,
> IMHO, there is still a very long way to go. To change we have to
> indoctrinate our people with a simple message that is in their
> minds all the time. (Remember "THINK" ?)
Yeah, too bad IBM has a monopoly on that one-word slogan.
How about "SELL", or "CREATE", or better yet "INNOVATE"?
-davo
|
| 1712.25 | | HOO78C::ANDERSON | Happily excited, bright, attractive | Fri Jan 10 1992 05:02 | 6 |
| How about "We fiddle while Rome burns."?
BTW could some kind person please correct the spelling mistake in the
topic title.
Jamie.
|
| 1712.26 | "spelling mistake"? | LJOHUB::BOYLAN | | Fri Jan 10 1992 14:19 | 10 |
| Re: .25
> BTW could some kind person please correct the spelling mistake in the
> topic title.
Er, Jamie - could you point out the spelling error? I don't see it:
> Mission statement Question
- - Steve
|
| 1712.27 | | SCAACT::AINSLEY | Less than 150 kts. is TOO slow | Fri Jan 10 1992 14:26 | 5 |
| re: .26
I corrected it. "Statement" was spelled "Statment".
Bob - Co-moderator DIGITAL
|
| 1712.28 | More 1957-1980 info. needed | ABACUS::PEREIRA | | Sun Jan 12 1992 14:54 | 45 |
|
This has been a lot of good feedback to the original question, but I think
the topic has veered from its original course. All the replies has
allowed me to fill the the messages of the 1980s, But I also need to look back
as far as the late 1950's in order to have a very good view of how the company
has changed.
Based on this chart, you can see that this company's focus has changed
Over the years. Along with the change in focus, this company also
positioned itself as a market leader in these areas. Does anyone know
what our slogans and messages were around at these times?
YEARS COMPANY FOCUS MESSAGE
--------- ------------------------ -----------------------
1957-1961 Logic Boards
1962-1968 PDP-1
1969-1974 More and bigger computers
1975-1978 More and bigger computers
1979-1983 vax product line
1984-1988 network computing The digital difference
1989-1992 enterprise computing The open advantage
regards
Joe
P.S. and thanks, everyone has been a lot of help so far.
|
| 1712.29 | Earlier Messages | CALS::DIMANCESCO | | Mon Jan 13 1992 13:39 | 41 |
| Re earlier messages:
In the earlier days we had Product Lines that were fairly
autonomous there did not appear to be a single, top-down
message for the corporation.
The idea behind logic modules were that they provided "Modular Building
Blocks" for more complete, customized solutions. Along with the
building blocks we provided a lot of "how to" help via handbooks.
The mini-computer era started by PDP-1 came under the banner
of "interactive computing" which was a counter to "batch computing"
and all the disadvantages of the big computer room and tyranny of
Big Blue.
Then the messages evolved into: "Digital - the leader in
interactive computing", "Digital - No. 1 supplier of mini computers".
"Digital the leader in time-sharing". I guess you could group these
as a "mini computer technical leadership" set of messages.
Things got quite messy in the mid 1970's because we had so many
operating systems (RSTS, RT, RSX, TOPS, MUMPS, IAS, COS, COMTEX,
TRAX...). The field and customers were quite confused as to the
benefits of each and huge of time was spent on position statements
and strategies.
Things became clear with VAX/VMS and people felt more
comfortable with "one company,one message, one system". VAXes
and VMS were clearly leadership products that solved a lot of
problems in different markets and put our competitors on the
defensive. There wasn't an pressing need for an overriding
message other than to reinforce our technical mini-computer
and networking leadership position.
With the advent of the Rainbow, Pro, and DECmate along side
the growing family of VAX products - I think that the message
then was that we offered the customers "more choices, more flexibility"
and "scalable growth from the desktop to the computer room."
d
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| 1712.30 | conference pointer | SDSVAX::SWEENEY | Panic? Only in emergencies | Mon Jan 13 1992 16:52 | 5 |
| For a conference devoted to this topic:
MR4SRV::DEC_HISTORY
Pat Sweeney
|