| T.R | Title | User | Personal
Name | Date | Lines |
|---|
| 2819.1 | | HAAG::HAAG | Rode hard. Put up wet. | Fri Dec 17 1993 18:02 | 6 |
| heard back in october from nice MSO based folks that this was high on
Gresh's list of priorities. So I wouldn't be all that surprised to hear
if it's true. Also, easier to spin it off if the powers that be wish to
do so.
gene.
|
| 2819.2 | CBUs, another failed organizational strategy | SMAUG::GARROD | From VMS -> NT, Unix a future page from history | Fri Dec 17 1993 18:57 | 28 |
| About time too.
Expect the 5 customer based CBUs (the ones under Lucente) to gradually
become just a memory.
CBUs - Digital's FY93 failed organizational strategy. Following right on
from NMS which was Digital's FY92 failed organizational strategy.
The key profit centers are now:
Lucente - Direct Sales of Product
Brebach - Digital Consulting
Cabrinetti - Channels for Digital Product
Pessatorri - PCs
Christ - Storage
MCS - After Sales Service
The only good thing that seemed to come out of the CBU structure was
that it realligned named accounts so that one account rep covered
accounts that were in similar businesses.
Hopefully a lot of the industry based marketing groups that were part
of the CBUs sitting in Corporate have been decimated by TFSOing by now.
I wonder what those 5 VPs manage now besides other VPs.
Dave
|
| 2819.3 | | GIDDAY::QUODLING | | Sat Dec 18 1993 05:43 | 8 |
| Boy, next the Consulting BU will be selling hardware ....
I know, why don't we bring back product lines....
:-)
q
|
| 2819.4 | Less matrix nets - the better. | BONNET::WLODEK | Network pathologist. | Sat Dec 18 1993 08:56 | 15 |
|
So, this is the next year's organisation :
VSLT ( the 5 VPs from the previous note, Very Senior LT)
SLT
VPP ( VP pack - hundreds )
5 levels ( "basically" 5 or basically "5")
you and me
On a serious note - it does make a lot of sense , only VPP should
have a better name like , JVPT ( Jurassic VP team) , sort of a hint.
Have fun holidays,
Mr. X-ray
|
| 2819.5 | Makes Senses to Me! | ODIXIE::GELINEAU | | Sat Dec 18 1993 16:09 | 11 |
|
The only way DCS will succeed is to strike it's own identity in the
market, and to have a P&L so that they can begin to measure against
their plans.
Also, the sales of product and the sale of consulting services are two
different businesses. So Lucente is focused on what he does best, and
the reason we brought on Gresh was to become a contender in systems
integration and consulting.
my .02!
|
| 2819.6 | removes a previous conflict | CARAFE::GOLDSTEIN | Global Village Idiot | Sun Dec 19 1993 23:44 | 8 |
| This conference has had previous notes indicating that Mr. Lucente felt
that DC should stress the sale of Digital kit over pure SI. In the
past, DC reported to the CBU managers, who reported to Lucente.
Now, Brebach is peer to Lucente, not subject to his budgets, so DC can
position itself to customers as more than just another Channel for
Digital's kit. Given the profitability of true consulting and SI work
(i.e., labor markups), this should be good news.
|
| 2819.7 | A good thing | GLDOA::KATZ | Follow your conscience | Mon Dec 20 1993 07:41 | 8 |
| This could really be a good thing. If DC has its own sales
force, and it looks like it will, then DC controls its
own future. We have needed individuals that would concentrate
on the consulting business specifically, as opposed to just
pushing boxes. Its time for the DC's to sink or swim on
their own.
-Jim
|
| 2819.8 | Merry Christmas to you, too.... | MR4DEC::DTOMPKINS | | Mon Dec 20 1993 09:03 | 34 |
| Re: 2819.2
Dave,
As a member of the CPT CBU, I found your comments about the CBU
structure to be quite insensitive. I would be the first to acknowledge
that we didn't achieve our goals, but it's important to understand why.
The CBUs were created out of existing Marketing groups, which were
magically given full responsibility for the company's P&L. At the same
time, our budgets started going through a series of ongoing cuts.
Let's see....you give a group a tenfold increase in
responsibility...then immediately start cutting its resources...I wonder
what's going to happen?
My point is that we were never given the tools we needed to be
successful. I only hope that the new P&L groups, which do make good
business sense, do not suffer a similar fate. Any organizational
structure can only achieve its goals if it has the full support of the
company....we simply didn't.
As for your desire that the CBU's be "decimated by TFSOing", I can
assure you that your wish is coming true. I have seen any number of
competent, dedicated co-workers (some of whom I hired myself) leaving the
company, some voluntarily and some not. I expect that this will
continue, much to the detriment of Digital.
In the same spirit as your comment, I can only wish that you and your
group have the opportunity to take part in this activity in 1994 as
well.
Merry Christmas to you, Dave...
Dennis Tompkins
|
| 2819.9 | The actual announcement | SNAZZY::DUANE | Send lawyers, guns & money | Mon Dec 20 1993 10:48 | 87 |
| This is the announcement memo. I am assuming that it is O.K. to post it here
since it says it is to be "widely distributed".
re: .6 & .7
Note that toward the middle of the announcemen the memo says that Digital
Consulting will not have its own sales force, but will be relying on the
existing one.
d
Multitudinous forwards removed...
From: NAME: Bob Palmer @MLO
FUNC: PRESIDENT AND CEO
TEL: 223-6600 <PALMER.BOB AT PNDVUEA1 at MLMAIL at MLO>
Date: 17-Dec-1993
Posted-date: 17-Dec-1993
Precedence: 1
Subject: Digital Consulting Announcement 1
To: See Below
****************************************************************************
THIS MEMO IS FROM BOB PALMER, GRESHAM BREBACH, AND ED LUCENTE
****************************************************************************
**PLEASE DISTRIBUTE WIDELY THROUGHOUT YOUR ORGANIZATIONS**
As Digital continues its evolution to focus more closely on customer needs,
we are pleased to formally announce that, effective immediately, Digital
Consulting will function as an operational business unit of the corporation.
This change will result in many benefits to Digital and to our clients:
Profits. Increased profits through improved resource utilization
and deployment, and closer control of SG&A expenses.
Growth. Market growth through business-practice driven integration
and balancing of both horizontal and vertical solutions.
Image. Visible demonstration of Digital's commitment to the
consulting business.
Quality. Improved quality of delivery through increased discipline,
standard policies, and common scope of practice.
Synergy. Broader acceptance as a world-class provider of both
solutions and products.
Motivation. Increased ability to attract, develop, and motivate
exceptional people.
Digital Consulting will be managed and measured as a primary P&L of the
corporation -- revenue, operating profit, and asset management -- and will
set services pricing and terms and conditions for its business practices.
Digital Consulting will be a funding source for resources and investments in
support of its business plan. Digital Consulting will not have a separate
"sales force." Digital Account Managers will continue to manage the overall
strategy, direction, and relationships in our accounts. To support them,
Digital Consulting will provide Consulting Services Principals and Engagement
Managers to help develop and achieve the account plan.
Digital Consulting resources in all geographies will report directly into
Digital Consulting, and the managers will sit on and be active members of the
territory and area management teams.
This evolution presents tremendous opportunities for Digital to increase the
value we bring to our customers and to achieve best-in-class competitive
performance. In addition to delivering value to our clients we believe there
is considerable synergy between the activities of Digital Consulting and the
activities of Digital's other businesses. We believe Digital Consulting's
presence in an account can extend significantly our relationships with those
customers and strengthen our role as a strategic business partner.
Our challenge and our commitment is to do everything possible to realize and
maximize the value of these synergies to Digital overall.
We know you will provide your full support during this transformation.
To Distribution List: deleted
|
| 2819.10 | Official words | RDGENG::DEAR | Jay Dear | Mon Dec 20 1993 10:49 | 72 |
|
The official word - but _no_ separate sales force for DC.
Jay
Date: 17-Dec-1993 03:09pmGMT
From: Bob Palmer @MLO
PALMER.BOB AT PNDVUEA1 at MLMAIL at MLO
Dept: PRESIDENT AND CEO
Tel No: 223-6600
TO: See Below
Subject: Digital Consulting Announcement 1
****************************************************************************
THIS MEMO IS FROM BOB PALMER, GRESHAM BREBACH, AND ED LUCENTE
****************************************************************************
**PLEASE DISTRIBUTE WIDELY THROUGHOUT YOUR ORGANIZATIONS**
As Digital continues its evolution to focus more closely on customer needs,
we are pleased to formally announce that, effective immediately, Digital
Consulting will function as an operational business unit of the corporation.
This change will result in many benefits to Digital and to our clients:
Profits. Increased profits through improved resource utilization
and deployment, and closer control of SG&A expenses.
Growth. Market growth through business-practice driven integration
and balancing of both horizontal and vertical solutions.
Image. Visible demonstration of Digital's commitment to the
consulting business.
Quality. Improved quality of delivery through increased discipline,
standard policies, and common scope of practice.
Synergy. Broader acceptance as a world-class provider of both
solutions and products.
Motivation. Increased ability to attract, develop, and motivate
exceptional people.
Digital Consulting will be managed and measured as a primary P&L of the
corporation -- revenue, operating profit, and asset management -- and will
set services pricing and terms and conditions for its business practices.
Digital Consulting will be a funding source for resources and investments in
support of its business plan. Digital Consulting will not have a separate
"sales force." Digital Account Managers will continue to manage the overall
strategy, direction, and relationships in our accounts. To support them,
Digital Consulting will provide Consulting Services Principals and Engagement
Managers to help develop and achieve the account plan.
Digital Consulting resources in all geographies will report directly into
Digital Consulting, and the managers will sit on and be active members of the
territory and area management teams.
This evolution presents tremendous opportunities for Digital to increase the
value we bring to our customers and to achieve best-in-class competitive
performance. In addition to delivering value to our clients we believe there
is considerable synergy between the activities of Digital Consulting and the
activities of Digital's other businesses. We believe Digital Consulting's
presence in an account can extend significantly our relationships with those
customers and strengthen our role as a strategic business partner.
Our challenge and our commitment is to do everything possible to realize and
maximize the value of these synergies to Digital overall.
We know you will provide your full support during this transformation.
|
| 2819.11 | hold my tongue/fingers | 36417::CHERSON | the door goes on the right | Tue Dec 21 1993 15:18 | 12 |
| <<< Note 2819.10 by RDGENG::DEAR "Jay Dear" >>>
-< Official words >-
>The official word - but _no_ separate sales force for DC.
I'm glad somebody took note of this. Well I'll hold my opinion (which you
can find in another note), and see how this will work out for us. We
have the consulting talent, what we desparately is good business
development.
/d.c.
|
| 2819.12 | | KAOU93::HOOPER | | Wed Dec 22 1993 13:29 | 6 |
|
DC (aka SISS, aka PSS, aka SWS) has had its own product lines and
its own P&L and measured to contribution margin for years. Prod-
ucts and Services and Consulting are the 3 P&Ls in the company.
There are no others. Life continues as before.
|
| 2819.13 | Question | GUCCI::HERB | New Personal Name coming soon! | Wed Dec 22 1993 23:35 | 7 |
| >MCS - After Sales Service
^^^^^^^^^^^
Does this imply that MCS will NOT have their own sales people
(anymore)? There's a lot of confusion/contention because of the
separate goaling that causes customer dissatisfaction because of the
metrics.
|
| 2819.14 | no relation | 36417::CHERSON | the door goes on the right | Thu Dec 23 1993 09:19 | 4 |
| What's MCS have to do with Digital Consulting (other than thinking
they're "competitors"...)?
/d.c.
|
| 2819.15 | | GUCCI::HERB | New Personal Name coming soon! | Thu Dec 23 1993 09:55 | 7 |
| > What's MCS have to do with Digital Consulting (other than thinking
> they're "competitors"...)?
It's not MCS per se, it's the point emphasized in the DC announcement
that there would NOT be a separate sales force. My question is whether
the wisdom behind that decision for DC will apply to MCS.
|
| 2819.16 | there is no separate sales force | 36417::CHERSON | the door goes on the right | Thu Dec 23 1993 12:08 | 5 |
| I am not aware of a separate sales force for MCS or other
organizations. As far as I know Digital has only one sales force.
Your local account manager can sell MCS, DC, or any other services.
/d.c.
|
| 2819.17 | | POCUS::OHARA | Reverend Middleware | Thu Dec 23 1993 12:46 | 8 |
|
>> I am not aware of a separate sales force for MCS or other
>> organizations. As far as I know Digital has only one sales force.
>> Your local account manager can sell MCS, DC, or any other services.
Not true, at least here in NY. There are separate sales "forces" associated
with the CBU's, MCS and specialized areas such as PC's and workstations. There
has been confusion as to who sells what directly and who "shadows".
|
| 2819.18 | Yes, but | GUCCI::HERB | New Personal Name coming soon! | Thu Dec 23 1993 13:49 | 5 |
| >> Your local account manager can sell MCS, DC, or any other
services.
...the account manager doesn't receive sales credit (i.e., 20% of the
paycheck).
|
| 2819.19 | it's ok for "things" | 36417::CHERSON | the door goes on the right | Thu Dec 23 1993 14:15 | 9 |
| >Not true, at least here in NY. There are separate sales "forces" associated
>with the CBU's, MCS and specialized areas such as PC's and workstations. There
>has been confusion as to who sells what directly and who "shadows".
So, it's ok to have separate sales forces to sell "things", but not
consulting expertise? Shadowing should have been phased out long ago,
it's pure BS.
/d.c.
|
| 2819.20 | DC Sales Force: Live Free or Die! | ANGLIN::ROGERS | Sometimes you just gotta play hurt | Wed Jan 19 1994 11:35 | 14 |
| re: -1
I believe DC should have its own separate sales force. The only way
this would work, however, would be if they were a separate company.
Their goals and metrics often drive them to behavior which ignores the
importance of long-term customer relationships.
Shadowing, I have come to believe, is a necessary evil. It prevents
behavior that is even more destructive than the occasional parasitic
suckerfish that we encounter. Shadowing is, after all, an artificial
construct. If you allow shadowing, you just up the budget by some
degree to compensate for double counting. I have run into many
situations where it is the only logical way to encourage and recognize
teamwork.
|