Conference 7.286::digital

    From a cost and prooductivity point of view, why not just make a
    transcript of the talk and distribute it printed and electronic form?
    
    Do we use all that TV equipment because we have it or because it is the
    right thing to do?

    Someone apparently feels the greater benefit of associating a face with
    name as out-weighing the equipment/productivity costs.  I may agree.
    
    /Mike
    

    I agree with Mike.  I think the use of video is appropriate.  Competent 
    higher-level leaders recognize that you can't always get an entire message 
    across by using just the printed word.  A great portion of the message 
    may involve visual recognition of a person, vocal emphasis, facial 
    expression, body language and so forth.  The purpose of this kind of thing 
    is not simply to provide literal information.  FWIW.
    
    Steve

    Plus, it'll be nice to find out what Bob Palmer looks like. The use
    of the DVN is certainly appropriate for this first meeting between
    the new CEO and the employee population.

    -Dom

	I too, agree about the broadcast. I just wish it wasn't pre-recorded.
	I think there are a lot of questions we'd like to ask.

	I guess, since he's not yet our CEO, we'll probably have to wait
	'til at least Oct. 1st to have our questions answered.

Larry

RE .-2

    >The use
    >of the DVN is certainly appropriate for this first meeting between
    >the new CEO and the employee population.

  
 Yes it certainly is appropriate use of the DVN but, the employee 
 population does not wholly reside in the US !


 Mark.

 (In Europe who will not get a chance to see this DVN).

    Could someone please post a resume of what he talks about ?
    
    				Terry.

    re .6
    
    I have just received some mail saying that due to the
    number of requests it will be shown in Reading on
    Monday (at a time etc. to be announced)
    
    	Anthony

  >The broadcast is expected to run between 10 and 15 minutes.

  >Bob shares his thoughts on a range of issues, including Ken Olsen's legacy; 
  >Digital's culture; Bob's expectations of managers and employees; his 
  >philosophy regarding leadership, management and accountability; the context 
  >for future decisions concerning downsizing; and new directions employees 
  >can expect.
    
    Quite a lot of ground to cover in 15 minutes, I'd say.
    
    Steve

re: -1

  >>The broadcast is expected to run between 10 and 15 minutes.

  >>Bob shares his thoughts on a range of issues, including Ken Olsen's legacy; 
  >>Digital's culture; Bob's expectations of managers and employees; his 
  >>philosophy regarding leadership, management and accountability; the context 
  >>for future decisions concerning downsizing; and new directions employees 
  >>can expect.
    
    > Quite a lot of ground to cover in 15 minutes, I'd say.

But, cover it he did, and in about 15 minutes! His agenda matched the one
described above.  Think 2 minute sound bites.

I got a sneak preview of Bob Palmer's DVN broadcast this morning. I went to the
cafeteria looking for a crowd but didn't find one. I headed for Ross Wozniak's
office (Ross does a/v, etc., here at ZK) but spotted him in the hall outside
the cafeteria. Ross said they had not had time to set anything up but that
he was recording the 9:00 broadcast for replay, and would  I like to sit in
for the recording. So he and I watched it in the little a/v room near the caf.

In the week since the Big Change, everyone I asked about Bob Palmer had one of
two opinions -- either "don't know him" or "he's a good guy." After seeing the
DVN, I can say unequivocally that Bob talks like a good guy. The proof is in
the pudding, of course, but right now I feel better about DEC than I have in a
long time.

So the following is from my scribbled notes (which I believe is a good sign --
every word Bob said carried real information and there was no "dead air" or
content-free blathering):

Bob praised Ken's vision in the creation of interactive computing. Since
achievements such as Ken's occur so seldom, Bob said he cannot replace Ken,
but he can carry on Ken's values of empowerment, entrepreneurship, and
diversity. 

Bob said the media seems to expect him to begin massive layoffs early next
week. But that is NOT Bob Palmer's way. He said it is obvious that we have too
many people for our revenue, but his primary goal is to restructure our work,
rather than removing people.

We have to maintain our core values while we redesign and reengineer the entire
"supply chain," from customer order to delivery and including product creation,
marketing, sales, etc., because we have to become more competitive. In the
course of those efforts, we will undoubtedly find activities that have to go
but that does not automatically translate to people. Attempts will be made to
retrain people.

Bob said that we have never been in an environment as competitive as we are
today, and he likened our situation to that of the semiconductor industry
(where you increase productivity at the rate of 20-25% per year or you go out
of business).

On leadership: Leadership is based on integrity and he has "zero" tolerance for
lack of honesty or lack of respect. He believes in listening to employees and
repeated that this was Ken's way -- the value of the company is the value of
the individual contributors and management's job is to enable the workforce to
succeed. He said he believes in "no excuses" management -- for himself and for
his direct reports.

Bob said the question he was asked most often was about the differences we
could now expect with him at the helm:

- There will be more frequent and direct communication with employees (he said
  we would be suprised to find out how little he can learn by sitting in his
  office).

- We will use our computer network (which is the best in the world) to solicit
  ideas and opinions from employees.

- He will use the media's current interest in the affairs of DEC to get out our
  message to the world.

Bob said our goal is clear. We must become the industry leader or customers
will simply not buy from us. They must prefer us because we are the best.

[end of notes]

Well, there you have it. No BS, no blather, and (dare I say it?) no parables.
Go, Bob.

JP
    

           It was short, sweet, concise and said all he had to say.  He
           mentioned quality several times... I believe he'll be a real
           "champion" for quality (based on what he did in Semiconductor
           Business).  I hope I'm still around when he personally visits
           some sites (as he said in speech).
           
           Steve
           
           IMO- I wouldn't think he'd stop the layoffs that are already
           occuring.  BUT, maybe the next round will be more logically
           orchestrated.
           

    Re: the rumored layoffs of next week and the following week
    
    Yeah, this is confusing.  BP stated that "this isn't Bob Palmer's way."
    
    One might conclude that the rumored layoffs aren't going to go off as
    scheduled.  But then that might be a bad conclusion.
    
    He doesn't take on his full responsibilities until October 1.  I
    imagine that between now and then, it will be business as usual and
    that plans already made may proceed.
    
    I don't know.  I'm confused by his comments re "expected layoffs next
    Tuesday" - was he trying to say "No they won't happen", "They'll
    happen, but it's not my doing/style", or "We will reduce headcount as a
    result of the new supply-chain restructuring at a future date."
    
    But in toto, I'm happy with his talk.  I hope the promise for more open
    communications turns into a reality - we've had lot of promises made
    during the past years that were not kept.
    
    Steve (still holding on to the stock)
    

    Anyone know Mr. Palmer's e-mail address?
    
    
    Gregg

    The thing I noticed even before he started to speak was that it was on
    time.
    
    What a change!  In the Digital culture, meetings always start late and 
    anyone can feel free to drift in at any time.  In fact, as the DVN logo
    appeared on the screen, three people entered the room.
    
    I got the impression that we're going to stop talking about getting and
    staying competitive but are finally going to do something about it.

    Page: 1                        Find an Employee             ELF
    Infobase: SNOTIT
    
    Common Name:   BOB PALMER
    Search Surname:  PALMER  Search Given Name:  BOB,  ROBERT,  ROBERT B
    DTN:  223-6600,  223-6600,  223-7100  Telephone:  (508)493-6600
    Intrnl Mail Addr:  MLO1-4/R14  Location:  MLO  Node:  MEMIT  Username: 
    PALMER
    Org Unit:  MFG OPERATIONS  Position:  VP - WW MANUFACTURING
    

re. 15

Well, considering the DVN was simply a broadcast of the tape made on Thursday,
I would expect it to start on time.

Bob

I notice he pronounces the "l" in Palmer.

    re .15:  Pat Sweeney showing (mild) optimism?  What's next?
    
    :^)
    
    Mark.

    Re .13 (Steve):
    
    >One might conclude that the rumored layoffs aren't going to go off as
    >scheduled.  But then that might be a bad conclusion.
    
    I suspect that is a _very_ bad conclusion.  I believe that there _will_
    be layoffs, and that these will start next Monday.  I think these
    things have an inertia of their own, and that once one starts an
    avalanche, it becomes next to impossible to stop it.  
    
    Steve Kallis, Jr.

                 Worldwide News                      LIVE WIRE

                            Bob Palmer's DVN speech

  Today, the Digital Video Network (DVN) broadcast a 10-minute address to 
  employees by President- and CEO-Elect Bob Palmer.  The following is a 
  transcript of that speech.  

  The program will be re-broadcast Tuesday, July 28 at 4 p.m. and Wednesday, 
  July 29 at 1 p.m.  For a list of DVN sites, access option 99 in LIVE WIRE's 
  U.S. menu.

  Taped copies of the broadcast are available through the Media Catalog 
  starting Monday, July 27, by accessing VTX AVCATALOG (tape number 5363).

              ************************************************

  I feel extremely privileged and honored that Ken would recommend me as his 
  successor.  In the history of various industries, it's rare that someone 
  comes along such as Ken and revolutionizes the entire industry with a new 
  idea and concept, a new vision.

  Ken had a vision of interactive computing.  That vision resulted in Digital 
  Equipment Corp. and in transforming our industry.

  Because that sort of thing happens so rarely, no one can really replace 
  Ken.  But I feel competent to carry on his vision, particularly his value 
  system that has made Digital what it is today.

  In this regard, Ken believes in empowerment and entrepreneurship.  As an 
  entrepreneur myself, I know what he is talking about.  We are talking about 
  the empowerment of all of our people in the enterprise to help the common 
  objectives.  

  We believe in diversity.  There is a richness of humanity that is well 
  represented in our company across the globe.  We can take advantage of all 
  of that diversity of idea and thought, providing we encourage people to 
  express themselves and to be open.

  This is an outstanding corporation with a culture that is unique in my 
  experience.  And I am very proud that Ken would recommend me to succeed him 
  to maintain that vision.

  I've been reading in the papers that many people, at least the reporters, 
  expect that I'm going to begin immediately, probably next Tuesday, to 
  eliminate thousands and thousands of jobs in our company.  This is not Bob 
  Palmer.  This is not the way we go about becoming competitive.

  It's obvious that we have too many people in our company, in total, for the 
  revenue that we are enjoying at the present time.  On the other hand, we 
  are not about eliminating people.  We are about restructuring the work.

  We need to remember there is a strategic objective in all of this activity. 
  It is to get competitive, and to do it in such a way that we can stay 
  competitive; and also in such a way that we maintain the important core 
  values that have built this great company.  That means that, in a planful 
  way, we will start redesigning the entire supply chain of the company:  
  everything from the time the customer gives us an order to the time we 
  deliver and collect for delivering a reliable, quality product, service, 
  software, or what-have-you.

  As we do that redesign, which we are now calling "the supply chain," as we 
  re-engineer the entire chain, including everything from product creation, 
  our suppliers, acquisition centers, all of our manufacturing and 
  engineering, marketing, and sales -- the entire company -- as we engineer 
  that effort with a focus on becoming more competitive, it is inevitable 
  that we will find many activities that do not add sufficient value to our 
  company to retain.  When we find those activities, we will, of course, make 
  every effort to utilize the talented people that may be involved with them. 
  Failing that, we have no choice but to eliminate redundant work and excess 
  employees in order to become competitive.  

  We are in a much more competitive environment than this company has ever 
  experienced.  This environment is very similar to one with which I am quite 
  familiar -- the semiconductor environment.  In the semiconductor 
  environment, there is no alternative but improving your productivity 20-25% 
  per year or you go out of business.

  I'd like to share with you a few of my views around what it means to be in 
  management, what it means to have the opportunity to be a leader in this 
  company.  From my point of view, the most important requirement to exercise 
  the privilege of leadership and management in this company is integrity.  
  I have zero tolerance for a lack of honesty and integrity.  And it is 
  important to me that all employees have the opportunity to be treated with 
  respect by their management team, that they have a management that is 
  interested in their ideas, that listens, and that understands that the 
  management role is to provide leadership so that employees can be successful
  and realize their full potential.

  Ken founded this company with the idea that value is not based on some 
  hierarchy or some position in an organization chart, that value is based on 
  the ability of the individual to contribute to the overall objectives of the
  enterprise.  I share that belief.

  I also believe in "no-excuses" management.  Our shareholders, who have given
  us the privilege of leading this enterprise, do not expect excuses from 
  senior management, in particular.  I don't expect to make excuses for my own
  performance, and I don't want to hear excuses from those who report to me or
  those who report at any senior level of management.

  A number of people have been questioning, "How will Digital be different 
  once Bob has assumed his full responsibilities in October?"  There will be 
  a number of differences.  Many will be obvious right away.  Some will take 
  a little longer to develop.  The hallmarks of this particular change will 
  be:  I expect to communicate more frequently and much more directly with 
  employees.  

  I like to listen to our employees so that I can learn.  You'd be surprised 
  how little you can learn in my office.  We don't design anything there, 
  manufacture anything there.  Very little is done unless I hear from all of 
  our employees about their concerns.

  I expect to use our network, which is the finest in the world, to solicit 
  opinions and ideas.  I expect to get out and visit more of our facilities 
  and talk to employees first-hand.  I also expect to communicate to employees
  directly, using our video network, our electronic network, and the written 
  media and communication forms that we have.  

  I expect to take advantage of the media and their interest in this 
  transition to get our messages to our customers, our shareholders and our 
  employees worldwide.

  We need to be the best at delivering quality and reliability, whether it's 
  in software, systems integration, hardware or what-have-you.  Customers do 
  not have to buy from Digital. They have many alternatives.  We need to 
  organize ourselves and our focus in such a way that customers prefer to buy 
  from Digital -- prefer because we do the best job in the industry, the most 
  competent job.

              ***********************************************

  For related news, see the following articles located in LIVE WIRE's Worldwide 
  News menu:

    o  Bob Palmer elected president, CEO and board member
    o  Robert B. Palmer
    o  Messages to employees from Ken Olsen and Bob Palmer

    
    
    what is the brick wall that was behind Bob Palmer? You see the same
    brick wall in PR photos of Ken Olsen and other highups.
    
    Is it some kind of GMA shrine?
    
    Simon

    Looked like one of the [outer] sand-blasted brick walls in the Mill.

    re.6
    
    Just like our folks in Europe, Digital employees in Asia don't get DVN
    live broadcast.
    
    That brings me to make a point about the use of technology.  If the
    video can be made available on EASYnet, we can play it back on the
    multimedia workstation.  That way, a lot more of us outside U.S. can
    get the same corporate communications without having to wait till the
    video is put on tapes and shipped to us (if we do order them from
    AVCATALOG).
    

    re layoffs
    
    ours happened last monday.  i think his statement was more a reference
    to some of the wilder slash and burn numbers the press and analysts
    have been bandying about (30-50k).
    
    lt

> what is the brick wall that was behind Bob Palmer? You see the same
> brick wall in PR photos of Ken Olsen and other highups.

 Notice one of the frames (plaque?) he had on the wall?  One was 
 a 'Q1'.  The bottom bar of the '1' is made of the words 'Customer 
 Satisfaction'.

 Whatta guy ...

 

    re: .25
    
    Does it really matter whether we layoff 20K people at once or do it
    over a period of a month or two?  I wonder what Smith and Palmer hope
    to gain by intentionally misleading the press and employees?

    re last....
    
    I think Bob approach is to find out what we have before he makes his
    next move.  I think he may have seen too many good people/brains walk
    out the door (and some pushed out).  He wants to make sure he has the
    cream of the crop so to speak when he leads this company into the next
    35 years!
    
    I appreciate his speech and the things he has to say make sense.  Now
    let's see what it takes to implement them!
    
    -sandy
    

    re: 26
    
    The 'Q1' you saw was not referring to Q1.  That is a poster that's been
    around Hudson and other manufacturing facilities promoting Quality is
    to be number 1.  Below that as you said customer satisfaction which is
    just as important in obtaining number 1 quality.  Nice thought though,
    the subliminal message.  It should be OUR number 1 goal.
    
    -john

    Re: .22
    
    The brick wall is the inside of his office...located on 1-4 in the
    Mill. 
    
    Marc H.

That needlepoint (?) DIGITAL Logo (tm) hanging on the brick wall doesn't
meet the Corporate Standard (tm), if I read the article in DECWORLD (tm)
correctly.  Some of the letters weren't quite right.

	Just checked out the video -- boy, does he blink his eyes
	a lot!

re: .32

I saw that too and figured he wears contact lenses and the bright camera lights
bother his eyes.

Bob

		Heck, I just figured he had something to hide.

re .34

Remember when Ken and (was it Jack Smith?) appeared on DVN with blinders
on? 

    Way over here, we all finally got to see what Bob Palmer looks like when
    our subsidiary manager passed around some literature with both B.P.'s pic
    and K.O.'s pic on it.. DVN? Hmmmm sounds funky for those of us reading
    this stuff, yet residing in a 3rd world country.
    
    Suz

+-+-+-+-+-+-+-+TM                                                   ----------- 
|d|i|g|i|t|a|l|                   Worldwide News                      LIVE WIRE
+-+-+-+-+-+-+-+                                                     ----------- 

           Bob Palmer discusses computer industry trends, investment 
            strategy, management principles and pay for performance 

  Addressing the U.S. Field, President- and CEO-Elect Bob Palmer talked about 
  computer industry trends, changes to expect inside Digital, and his 
  management philosophy, including the importance of pay for performance and 
  metrics that motivate teamwork and customer satisfaction.  The following 
  article summarizes his remarks in that August 11 Digital Video Network (DVN)
  broadcast. 

             ------------------------------------------------------

  Industry in Transition
  "The computer industry is driven by semiconductor technology and the 
  establishment of standards that lead to open systems.  More and more 
  technology resides in the silicon chip, obviating many of our investments 
  that were made in a different era of technology.  At the same time, 
  standards and open systems reduce profit margins and completely change the 
  business model.  

  "We have to look for new profit and growth opportunities, building on our 
  good foundation in solutions and services.  While we continue to invest 
  aggressively in the appropriate technologies, you'll see a re-allocation of 
  investment dollars away from redundant hardware engineering projects and 
  toward broadening our portfolio of applications and solutions.  We're 
  changing our company from one that was focused almost exclusively on 
  technology to one that is driven by customer needs."  

  Investment/Disinvestment Strategy
  "We will be focusing our investments around our core competencies in 
  services, software, and silicon.  We will be disinvesting in many other 
  activities that may have been interesting in the past, but are no longer 
  affordable.  

  "For example, in Manufacturing and Logistics, we have disinvested in a 
  number of facilities and downsized the population by thousands of people.  
  We have also spun out some of our operations -- finding other productive 
  uses for facilities and people.  Today, for instance, we are announcing the 
  sale of our Greenville, SC, printed wiring board facility.  That will 
  preserve several hundred jobs and also preserve our access to the 
  technology.  

  "As this kind of restructuring continues throughout the company, you can 
  expect tremendous emphasis on Supply Chain re-engineering -- an effort 
  through which we hope to become substantially more competitive.  This effort
  involves everything we do between making a quote to our customer and getting
  paid for our services and products.  Teams scattered across the world are 
  reviewing our activities in product creation, supplier management, 
  manufacturing, distribution, marketing, sales, etc.  From that work, we are 
  finding new, more efficient and productive ways to operate.  We are looking 
  at keeping work activities that add real value to the customer.

  "By redesigning work, based on this kind of assessment, we will be able to 
  eliminate redundant and non-value-added activities.  We have to do it.  It 
  is the least attractive part of any senior management job, but it is 
  unavoidable.  To the extent that we postpone it, the pain is greater:  lack 
  of competitiveness will not go away, and the consequences will increase in 
  their severity.  We are going to deal with this, and we're going to deal 
  with it expeditiously."

  Pay for Performance
  "I would like to be able to identify the real contributors and ensure that 
  there are adequate reward and compensation systems to recognize those people
  who are really carrying the enterprise.  That means we have to revise our 
  performance review system to ensure that all employees -- of whatever 
  background or diversity -- have an equal opportunity to demonstrate their 
  skills and be compensated for those skills.  At the same time, we need to 
  keep investing in those skills, which is how we'll maintain the vitality of 
  this enterprise.

  "Incentive compensation will begin with the U.S. sales force and gradually 
  spread to other groups as we become sufficiently knowledgeable about how to 
  implement it.  We expect to be able to introduce this program starting in 
  January.  We have not yet worked out all of the details, but the objective 
  is to have metrics and rewards that encourage the delight of our customers.  

  "We have to make it in everybody's best interest for the customer to be 
  satisfied -- for the equipment and the solution to be installed and operated
  as the customer intended and on time.  By changing our metrics, we can cause
  the right behavior -- teamwork and customer satisfaction.

  "As we make these changes, we will undoubtedly make mistakes.  Physicists 
  talk about the 'law of unintended consequences.'  You introduce a change, 
  and it leads to behavior that you hadn't anticipated.  As we move ahead, if 
  you see behavior that is not consistent with the value systems of this 
  company, make sure your management listens to your examples of how the 
  metrics are not in sync with our intentions; and we will change them.  With 
  your help, we will eventually craft a system and an environment that 
  everyone feels is optimum."  

  Management Responsibility and Accountability
  "We're going to clarify the roles and responsibilities of the senior 
  management team.  We have far too many overlaps.  It becomes almost an art 
  form to avoid accountability.  Those days are going to rapidly be put 
  behind us.

  "You will see clarity, discipline, and much more focus on teamwork.  We have
  not spent enough time talking about our real competitors, the external 
  ones -- what they are doing, what their strategies are, and what our 
  strategies are to intercept those and dislodge them.   Now there will be 
  more focus on internal teamwork, on working together; and much more external
  focus on customers (so we know what their needs are) and on competitors 
  (so we know what they are doing).

  "My management philosophy is focused on teamwork -- including all of the 
  resources in our diverse population to help us be successful.  To make that 
  possible, you have to have a foundation of integrity, which means that 
  politics have got to go away, and the key determinant has to be what's best 
  for Digital. 

  "I believe in organizational balance among geographies, business units, and 
  functions.  Everybody working for what's best for Digital should be able to 
  candidly bring forth his or her opinions around those subjects, and it's up 
  to the senior management team to make the right decisions -- sometimes 
  favoring one proposal, sometimes another; but always data-driven, impartial,
  not political.  

  "Employees, shareholders and customers have a right to expect crispness in 
  our management decision-making process.  We have been legendary in our 
  indecisiveness.  That will cease.  We will debate everything openly and 
  honestly.  Then we will make decisions.  And, in the absence of new 
  compelling data, we will not revisit those decisions."  

  Digital's Strength
  "Not long ago, I was asked, 'How would you characterize your challenge to 
  that of IBM?'  My answer was, 'It's not as hard.'  Our employees were raised
  in a culture of empowerment, entrepreneurship, moving outside of narrowly 
  defined jobs and doing whatever it takes to energize the enterprise, to be 
  successful.  

  "We are not entitled to success.  We are entitled to the opportunity to 
  compete for our customers' business, according to the laws of whatever 
  country we happen to do business in, and consistent with the ethics of this 
  great company.  It doesn't get any better than that.  That's great.  That's 
  all you need.  We have all of the other resources we need to win with just 
  that opportunity.  We can win by delivering superior products, services, on 
  time, as promised.  We can win."  
 

	(Extracted from Livewire)


      Bob Palmer address to employees on DVN Wednesday, September 30 

  The Digital Video Network will broadcast an address to employees by 
  Bob Palmer on Wednesday, September 30, 1992, the day before Bob officially 
  assumes the role of President and Chief Executive Officer.  The address, 
  which will be videotaped in advance, is expected to run approximately 30 
  minutes.  It will be broadcast in the U.S. at 11 a.m. (Eastern Time) and 
  re-broadcast at 4 p.m.  The day after the employee address, Bob will meet 
  for the first time with members of the local, national and international 
  media.

  Some of the anticipated topics areas in Bob's employee address include: 
  the impact of the business environment on the industry, Digital, its 
  organization and its employees; the management team; expectations of 
  employees; building on Digital's successes, and returning to profitability.

  Bob's remarks will be available on LIVE WIRE after the DVN broadcast. 

    He's going to talk to employees first, then the media? I take that
    as a good sign.
    
    		Alfred

    I've heard that Bob Palmer made a 15 Point speech recently.
    Anyone know about this speech and what the 15 points were?
    
    
    Thanks,
    Jodi-

    
    Does anyone know when us poor relations in the rest of the world will 
    get to see this DVN?
    
    LaDonna

    If you are in Europe (as I recall) you could try phoning/mailing
    Employee Communications in Geneva. I think Gordon Moultrie is the
    person i/c.
    
    (I would, but it was such a pain the last time I tried this, to be told
    "we've decided that this is not relevant to employees in Europe...")
    
    JohnK

    Does any of you know a lady by the name of Linda Trafton?
    Well, she was visiting our plant....I hope this does not mean schl��? ;^)
    
    bye,
    Jan.

    
    re: .41
    
    Palmer Speech on 30th in DECpark on 30th for Employees, and presumably
    in other UK DVN Sites.
    
    Ask your Local DVN Person.
    
    n.

>    in other UK DVN Sites.
    
That's not much help to most of us...when's the video coming out ?

re: .40
>
>    I've heard that Bob Palmer made a 15 Point speech recently.
>    Anyone know about this speech and what the 15 points were?
>    

Yeah, I've seen them, but don't have permission to post them from the author.
At least the email grapevine still works, albeit imperfectly.  From what I 
can gather, it wasn't a speech but a working plan which will be finalized this
week and announced in the 9/30 DVN.  But that's pure speculation.

>>   <<< Note 2018.45 by MAJORS::ALFORD "lying Shipwrecked and comatose..." >>>

>>    in other UK DVN Sites.
    
>That's not much help to most of us...when's the video coming out ?

The tape should be orderable through the AV Catalog in VTX the same day.

Norma Frye
US DVN Operations

>> I've heard that Bob Palmer made a 15 Point speech recently.
>> Anyone know about this speech and what the 15 points were?   

>Yeah, I've seen them, but don't have permission to post them from the author.
>At least the email grapevine still works, albeit imperfectly.  From what I 
>can gather, it wasn't a speech but a working plan which will be finalized this
>week and announced in the 9/30 DVN.  But that's pure speculation.

    Yes, I just found out that what information I got was from notes taken
    at a "woods" meeting where Palmer was trying to finalize these 15
    points of success.
    
    I'll check out the 9/30 DVN.
    
    Jodi- 
    

    I wonder if note 2128.0 is what I'm looking for.  I counted 17
    "messages" but maybe it was reworked and two more were added.
    
    Jodi-

    For all Europhiles please note that the September 30th BOB PALMER DVN 
    broadcast with available to Europe's 60 or so DVN Receive sites in real
    time. contact your local DVN Site Co-ordinator to get further details
    on logistics.
    
    Copies of this broadcast & any DVN Broadcast can be obtained by writing
    to SUSAN VAN GEMERT @JGO, in Nijmegen, Holland.
    Please supply her with:
    
    1. name & broadcast date of program
    2. Your external postal address
    3. Your cost centre.
    
    You will then receive a VHS PAL Video tape costing approx $25 or so,
    depending on broadcast duration.
    
    If you need more info on having a DVN Installation at your site
    in greater Europe, Izze your man.
    					Nick 
    				Euro-DVN Operations, Geneva, CH.
    

    From VOGON news this morning (and extracted from LiveWire before that).
    
    Please note that this *is not* a live DVN.  Rather it was taped,
    apparently on 20 April.  I'm not sure why the DVN is not live, but I
    personally find this disconcerting.  I'm also aware that in at least
    one case the people "asking the questions" were chosen by their
    managers and specifically invited to the session.
    
    
    
    Digital - Bob Palmer's quarterly DVN presentation to be broadcast April
    27
            {Livewire, Worldwide News, 20-Apr-93}
       The Digital Video Network will broadcast Bob Palmer's quarterly
    message on Tuesday, April 27 at 1:30 p.m. (EDT) in the U.S.  The 
    program was taped before an employee audience, in the Doriot Auditorium 
    at the Mill in Maynard, Mass.
      Following Bob's message to employees is a question and answer session
    which includes taped employee questions from Europe and GIA, in addition 
    to the questions from the Doriot Auditorium audience.  The program will 
    be approximately one hour long.
       Topics will include: the Q3 Financial Results; an organizational
    update; the business planning process that will begin in Q1; a product 
    update; the new Brand Identity campaign. The text of Bob's address will 
    be posted in LIVE WIRE's Worldwide News on April 27.
       The broadcast will be closed captioned on a limited, experimental
    basis.  Hard of hearing employees who have questions or issues concerning
    access to the broadcast should contact Leslie Johnson (DTN 223-9618,
    ICS::JOHNSONL, LESLIE JOHNSON @MSO).
       For a list of U.S. DVN sites, access option 8 in LIVE WIRE's main
    menu.