Conference 7.286::digital

You have just highlighted the chief problem which remains at this company
and threatens to continue to plague its recovery.  

As far as Palmer's DVN, I unfortunately I cannot share your enthusiasm.

    BP referred to the problem as "Matrix Management"; more to the point,
    the problem is a lack of discipline.  
    
    For those who can remember 2 reorgs ago, the unanimous decision was to 
    become industry focused.  BP said it failed because we had this matrix
    management problem.  The real reason it failed - and I can clearly
    remember the territory and account fights - is because, as a company,
    we have no discipline.  
    
    KO used to say that freedom required discipline.  He was right. Don't
    be surprised to see IBM overcome "their" matrix problem and succeed
    in their effort to become industry focused.  It won't be their people,
    and it certainly won't be their technology, and despite a hodge podge
    of legacy system environments, their success will be based on one thing
    - discipline. 
    
    

    	Bob noted that during past reorgs, his plans were given the
    "Digital Nod".  I understood this to mean something similar to "yah,
    right".  Management acknowledged his efforts to reorganize, then
    continued "business as usual".
                                    JT

>    	Bob noted that during past reorgs, his plans were given the
>    "Digital Nod".  I understood this to mean something similar to "yah,
>    right".  Management acknowledged his efforts to reorganize, then
>    continued "business as usual".

If, as a manager, I don't see to it that management directives are
carried out by my direct reports satisfactorily, it is my duty to
deal with the insubordinates, or I am failing in my responsibilities.
Apparently Bob works to a different ethic?

-Jack

    RE.- LAST
    
    Minor nit..
    
    Bob said "DEC Nod".  An obvious attempt to distance the new DIGITAL
    from the old DEC.
    
    Cheers
    Jon

    	I once had the opportunity to listen and meet BP. I remember to
    this day the following:
    
    	"You do not work for me, I work for you."
    
    	He believes that managers (all) should set forth and remove "all"
    barriers from our success.
    
    	Seen any lately?????
    
    Regards,
    Rick

    
    Barriers or Success??
    
    Mark

    If you saw any success in Digital, please forward your smoking material
    and instructions on viewing the stock price favorably.
    
    Thanks.

	We're going away from Matrix management which in my opinion is
	great. Ever since I joined Digital, I have never liked, the Matrix
	management, constant re-organizations, changing of direction, lack
	of "accountability and clear product direction/strategy". I believe
	that "Digital" has some of the "best"..."most creative"...and 
	"talented" people in the industry. This (elimination of Matrix)
	management, I think is one "Bright Spot" folks. We need some of those.

	But, at the same time, I find it interesting, that Ford Motor
	Company is 
	currently going through some major re-organizing (consolidation of
	Engineering, manufacturing between Ford of Europe and US operations)
	and the new "Ford" will have in place ....... "Matrix Management". 
	


	Rick

    I don't think we need to fire em all!.............
    
    
    JUST THE ONES THAT HAVE RE-ROGED more than THREE TIMES in the last two
    years!
    
    ;^)
    
    chet........who used to work in MCSD where re-org was a 'tactic'.
    

    
    	Hey Chet - just like I said - that would be all of them. Maybe
    minus two or three US wide.
    	I'd love to think what would happen if good ICs had those jobs, and
    the corporate capabilities to make them really fly. I'd run out and buy
    all the DEC stock I could afford then; but not until.
    
    		the Greyhawk

re.0:

>    Why oh why does this attitude not seem to flow down through other
>    management especially here in thr U.K

I think Chris Conway and Alan Blank have very positive attitudes. If they 
are representive of the UK TMT then we have nothing to worry about there. 
Perhaps you were refering to a local issue, rather than a UK wide problem?

Dave.

    Ref 0
    
    I agree with Dave in -1 (this is not UK Cars eh Dave? :-) ). 
    
    The UK has already implemented most of the changes to the "front end"
    of sales with around 140 accounts directly managed (being reduced this
    fiscal to 100-ish) and the geography branches working channels.
    
    Conway presented the changes to the sales force last week at Summer
    School and the general concensus was very positive. 
    
    Paul

    Opinion follows:
    
    Actually, I think the fundamental problem that DEC has had over the
    years is much more simple than Matrix Management, Business Structures,
    and all the other things that have been regularly reorganised. No, the
    true problem is a widespread and total lack of accountability from
    base-level management right through to the SLT. There are some
    exceptions, and I work in one of them.
    
    Laurie.