| T.R | Title | User | Personal
Name | Date | Lines |
|---|
| 3448.1 | Grant Tinker rates with me! | IAMNRA::SULLIVAN | Stephanie! quantum mutatus ab illo | Fri Oct 14 1994 18:03 | 0 |
| 3448.2 | SouthWest Airline's CEO | DPDMAI::EYSTER | Fluoride&Prozac/NoCavities/No prob! | Fri Oct 14 1994 18:23 | 20 |
| The current CEO of SouthWest Airlines. Forgot his name, dammit!
- Southwest is the only major airline that's been continuously
profitable (wildly so in the last four years).
- His employees each gave an hour's pay to buy a USA Today full-page ad
wishing him Happy Birthday.
- Last year they bought him a customized, personalized Harley for his
Birthday.
- Runs a company listed in the "Top 100 Best Corporations in Which to
Work" list each year.
----------------
(BP's eulogy...80k Digits on the edge of a cliff, looking down. "He
was a good CEO. Someone wanna throw his briefcase down after him?")
:^] Tex
|
| 3448.3 | We need Herb | DV780::BECKSTROM | | Fri Oct 14 1994 19:59 | 3 |
| Re: 2
Tex, its Herb Kelleher.
|
| 3448.4 | This ship needs a Captain | ROMEOS::STONE_JE | | Fri Oct 14 1994 23:45 | 2 |
| I Like Ken
|
| 3448.5 | | BONNET::WLODEK | Network pathologist. | Sat Oct 15 1994 06:32 | 2 |
|
Or Ronald .
|
| 3448.6 | need VISION and image maker.. | GRANPA::IKOLMAISTER | | Sat Oct 15 1994 09:39 | 47 |
| What we need is an image maker!
It has been proven over and over America buys anything that has the
macho-man image. You know what I'm talking about, the "stand tall"
kinda guy with the "follow me or out'a my way" larger than life
persona.
We need someone that...
1. helps (or) creates our VISION as to who or what are we as a
company. (World class internetworking company, world class
middle-ware provider, or all of the above and system/cpu
manufacturer) Today ask 10 DIGITs who or what we are and each
of us will describe 10 different companies, imagine what our
potential clients view us as.
2. With the new clear VISION, take to the air waves! With a warm
strong and s-i-m-p-l-e message engage the population. No spooling
on-and-on with CEO/SLT Speak on "plans" to do this or that, SAY
"we are here, this is what we got, come get it!"
3. Then advertise, advertise and advetise. (other than the WSJ and
stop this cripling "we are PLANNING to come back", picture this...
"well dad, I'm planning on taking out the garbage", or "well Ms/Mr
manager (on PA day) I'm planning on improving my performance", it
doesn't cut it, does it?
My nomination is .....
Lee Ioccoca.
He has the image to standup in front of America and the world and say
"We had our bad times, that was then, this is now, you want the best in
the world we got!". "We listen, we change, you are our most important
thought, period".
He did it with the company whose best was the K-car! He even took the
heat on the nationwide media when it came to light that Crysler was
selling demo cars as new. He stood right there and said "we screwed up
and we will fix it, now lets get on with it!".
Look at Crysler today, and their new product line, nuf' said.
My 2 cents as an employee and owner,
Ira
|
| 3448.7 | | TNKSYS::DBROWN | With magic, you have some control | Sun Oct 16 1994 21:41 | 5 |
| re: .5
Yeah, I agree. Ronald McDonald would make a great choice. Talk about
name recognition !
|
| 3448.8 | | DIODE::CROWELL | Jon Crowell | Sun Oct 16 1994 23:44 | 8 |
|
I heard the CEO of SW Air give a talk at the national press club.
I was very impressed!!! I wish they needed electrical engineers...
It was so much of what made Digital great (once great). Empowerment,
responsibility, authority, etc... Great speaker, etc.
|
| 3448.9 | | CSC32::C_BENNETT | | Mon Oct 17 1994 10:32 | 5 |
| Why is it that CEOs who say and do what needs to be done are not
liked? But on the flipside, CEOs who do not necessarily do what
needs to be done but say the "right" things are liked?
My vote is still with Bob!
|
| 3448.10 | Here's 25�, gimme a clue... | DPDMAI::EYSTER | Fluoride&Prozac/NoCavities/No prob! | Mon Oct 17 1994 11:59 | 7 |
| > Why is it that CEOs who say and do what needs to be done are not
> liked? But on the flipside, CEOs who do not necessarily do what
> needs to be done but say the "right" things are liked?
The CEO referred to is known for saying not only the right thing, but
being adored by his employees and running a very, very profitable
company. As diametrically opposed to...
|
| 3448.11 | | CSC32::C_BENNETT | | Mon Oct 17 1994 12:10 | 15 |
| .9> Why is it that CEOs who say and do what needs to be done are not
.9> liked? But on the flipside, CEOs who do not necessarily do what
.9> needs to be done but say the "right" things are liked?
.10> The CEO referred to is known for saying not only the right thing,
.10> but being adored by his employees and running a very, very profitable
.10> company. As diametrically opposed to...
what ? A CEO who is not afraid to cut out employees. A CEO that
makes the decisions that need to be made?
I am sorry but talk doesn't make the CEO as much as his/her actions
relative to the goal of returning the corporation to profitability.
You may not like Bob, but he is trying his best to help not hurt this
corporation and he deserves our respect and hard work.
|
| 3448.12 | Lee Iococca for CEO!!! | DPDMAI::TORRESE | | Mon Oct 17 1994 12:45 | 7 |
| RE: .11 He'll get my hard work but not my respect. By taken a pay
increase while others are being TSFO does not show much respect from
him .
My nomination will clearly be Lee Iococca.
Which by the way did keep his salary of $1 until the company start turning around.
|
| 3448.13 | The answer is so simple | AIMTEC::MORABITO_P | Hotlanta Rocks | Mon Oct 17 1994 13:14 | 14 |
|
My nomination for CEO if we can't get the SW airline guy is myself. The
qualifications I bring to the table are as follows:
1 - No Management experience
2 - VMS System Management - I know when to delete obsolete files,
upgrade software, tune the system, and keep the applications
running happily and harmoniously. When something goes wrong
I know that initalizing the system disk is �not the answer.
Paul
|
| 3448.14 | Forrest Gump... | TNKVS3::RMUMFORD | | Mon Oct 17 1994 13:44 | 1 |
| DEC (er Digital) is like a box of chocolates.....
|
| 3448.15 | open minded? | PIKOFF::DERISE | Reorg's happen! | Mon Oct 17 1994 13:55 | 27 |
| Well, with all due respect to the Bob supporters, Bob's record is not
all that spectacular.
o the CBU organization was a dismal failure
o Ed Lucente was a dismal failure
o it has taken him a lot longer to streamline the product lines than it
probably should have - and I could argue that he hasn't done such a
great job of it
o his claim that Digital will become "customer focused" is nothing more
than words
o from what I've read, and people I've spoken to, our reporting
mechanisms are still screwed up
o and I agree with a previous noter - he took a salary increase while
at the same time significant numbers of people lost their jobs
o and, the final measurement - the company, after two years of Bob's
management, is still not profitable.
I'm sure other people can add things to the list.
After all, let's be objective; what HAS Bob done other than downsize
the company?
|
| 3448.16 | Work hard yes....respect Palmer.....NOT!!!! | SEIC::TANCRETI | | Mon Oct 17 1994 14:28 | 17 |
| I agree with .12. I will work hard to help turn the company around. Not for
Palmer's sake but for the sake of Digital and it's good employees. Palmer at
one time had my vote. But accepting his previous raise and the current stock
options tells me he doesn't care about the financial situation or the employees
of this company. If he did he could have refused both. When the company becomes
profitable then ALL deserving employees should be compensated accordingly.
I also disagree with the raises for other senior vp's (of whom we have too many)
I wouldn't mind working for Iococca. Do you think our computers would start to
look like cars?
Matt
Who_usually_is_a_read_only_noter
P.S. I know this is in another note # but I also withheld authority to nominate
the board members.
|
| 3448.17 | | CSC32::C_BENNETT | | Mon Oct 17 1994 15:36 | 52 |
| .15 Well, with all due respect to the Bob supporters, Bob's record is
not all that spectacular.
Who said that every action a CEO takes needs to be spectacular!
Besides you seem to be the type who dwells in the negative anyway.
.15 o the CBU organization was a dismal failure
I think he has realized (as should you) that Digital problems and the
systems that deal with them need reworking. Trial and error is not
the best way but I believe this is evolving into a workable model.
.15 o Ed Lucente was a dismal failure
Let me try to understand - because you think Ed was a failure - Bob
Palmer is also a failure - nonsense!
.15 o it has taken him a lot longer to streamline the product lines
.15 than it probably should have - and I could argue that he hasn't
.15 done such a great job of it
His efforts to sell business aspects which do not fit into the core
of Digital products wasn't such a great deal? The Quantum deal and
Oracle deal didn't mean anything to you did it? Hey - face it this
doesn't happen in a day or a month for that matter. What has he
stated about developing core compentencies?
o his claim that Digital will become "customer focused" is nothing
more than words
Maybe in your opinion - maybe you should look at other business models
before you make that statement. Words flow down the command chain to
people who implement. What happened to the "matrix management style"
under Palmer? Could this be an attempt to wipe out the old stove
pipes that developed prior to BP taking the helm?
.15 o and, the final measurement - the company, after two years of Bob's
.15 management, is still not profitable.
I doubt whether we would be in the black if anyone else was CEO either.
To place "blame" on Bob Palmer for changes in the areas of computer
manufacturing, pricing, etc... as it relates to the bottom line
doesn't take into consideration that maybe planning, marketing and
other driving departments could have helped also. How much would you
blame Ken O for Digital's loss problem? Cross your fingers maybe
Q2/Q3 we will turn this company around as Bob has wished.
I really think that you have this idea that Bob Palmer is totally to
blame for every one of Digital's problems. This is not true
and maybe you should re-evaluate the computer industries change as it
impacts Digital before you "blame" Bob Palmer for the impact.
|
| 3448.18 | Response to .17 | ODIXIE::GARAVANO | | Mon Oct 17 1994 19:54 | 48 |
| RE: .17
Important CEO qualifications:
1) Ability to Hire Qualifed Professionals:
RE: Ed Lucente( & Gresh Brebach) - 2 VP's personally hired by Mr.
Palmer - who not only added no value - but who in many ways impeded any
positive momentum built by other VPs - Ed Lucente was paid off to the
tune of $630,000.00, Gresham Brebach - over 200,000.00. That's almost
1M there -
Mr. Palmer IS RESPONSIBLE - he hired them !!
2) Ability to Motivate People:
Mr. Palmer has not done a live DVN in over a year - Maybe he
is a) afraid of the questions and b) afraid of the answers he may have
to give. My personal experience is that he was a leader who spoke
to his employees and now seems to be one hiding behind layers of VP's.
3) Ability to Understand the Financial Requirements of a
Multi-National Corporation:
Almost 100% of the FY94 Q3 loss and 80% of the gross margin loss in
FY94 Q4 stemmed from "international currency fluctations"(Bob Palmer's
words taken from the DVN). Those fluctuations could have been eliminated
had Digital chosen to take out arbitrage insurance. Any first year MBA
student receives this information - why has it so eluded our CEO?
4: Ability to lead by Example:
Lee Iacocca accepted $1.00 until Chrysler returned to profitablity. He
asked no one to work harder than he did. A CEO must lead by deed - not
words - Contrast this to Mr. Palmer -
His actions unfortunately do not speak louder than his words.
5: Ability to Listen and Respond to the Customer:
How would Mr. Palmer score here? How would the entire SLT score here?
When have they ever been around customers not extensively
prescreened and prebriefed?
Digital needs leaders - not just at the CEO level but throughout the
corporation - but the action must match the rhetoric.
|
| 3448.19 | | ARCANA::CONNELLY | Don't try this at home, kids! | Mon Oct 17 1994 23:46 | 34 |
|
You have to wonder (if you're a stockholder--as many employees are) where
the BOD has been the last couple of years. I know Palmer has made himself
vulnerable by starting off his tenure talking about "no excuses management",
but a lot of what has transpired since he took over seems to be a result
of very confused direction--from somewhere. The BOD was criticized for
giving KO too free a rein, but they don't seem to have improved on their
record since replacing him with Palmer. We've undergone so many shifts in
direction that it's no wonder everyone's a bit dizzy--CBUs to product-based
divisions, increase the sales force (again)/no wait decrease it (again),
silicon-software-&-services but wait let's cut out most of software and most
of services, etc. At least some of the BOD must have read Ries & Trout and
"Crossing the Chasm" and the other top-notch books relating to technology
marketing--how could they fail to set a clear a direction for the company
given that, such that we're still mumbling into our shirts about "open
client-server bla blah" and abandoning whatever talent we can get money for?
The BOD should have been extremely on guard against this kind of "thrashing"
given that a changing of the leadership such as we have undergone was bound
to produce personality-driven agendas that would come into conflict. We
seem to have frittered away two years letting those play themselves out (if
in fact they totally have) instead of squelching them forcefully and moving
forward in concert. It's been obvious for 6-7 years that the management
"culture" in this company was sick, and that a drastic thinning out of the
ranks was required there, yet today we have groups claiming that management
is a "core competency" of the company. Amazing!!
I'm really surprised that no dissident group of stockholders (perhaps
including KO) has gathered to unseat this BOD. Maybe it will happen yet.
Or maybe the short term gains of downsizing and the dollar infusion from
selling off businesses will produce an occasional quarterly profit just
often enough to keep masking the longer term problems.
- paul
|
| 3448.20 | He may be available in a few weeks (or not 8^) | TNPUBS::JONG | Steve | Tue Oct 18 1994 00:19 | 3 |
| Meaning no disrespect to the man, I nominate... Mitt Romney.
If we're going to TFSO tens of thousands of people, at least let
someone with some record of successes do the deed.
|
| 3448.21 | Management has missed the point | WOTVAX::FULTON | Management Consultant @ OLO, DTN 851-1464 | Tue Oct 18 1994 05:23 | 17 |
| Thought you might find this quote from 'Dr Deming - the man
who taught the Japanese' interesting:
"In Japan, when a company has to absorb a sudden economic
hardship, such as a massive decline in sales, the sacrificial
pecking order is firmly set. First the corporate dividends are
cut. Then the salaries and bonuses of top management are reduced.
Next, management salaries are trimmed from the top to the middle
of the heirarchy. Then the rank and file are asked to accept pay
cuts or a reduction in the work force through attrition or
voluntary discharge.In the USA, a typical firm would probably do
the opposite under similar circumstances.........as long as
management is quick to take credit for a firm's successes but
equally swift to blame its workforce for failures, no surefire
remedy ..can be expected"
|
| 3448.22 | Beg To Differ | HLDE01::VUURBOOM_R | Roelof Vuurboom @ APD, DTN 829 4066 | Tue Oct 18 1994 07:14 | 7 |
| > His actions unfortunately do not speak louder than his words.
On the contrary, I would say that his actions speak far louder
than his words.
|
| 3448.23 | You need a strong cup of coffee! | PIKOFF::DERISE | Reorg's happen! | Tue Oct 18 1994 10:15 | 19 |
| re .17
I tend to dwell on the negative???
NOT! I tend to dwell in the reality. If, after two years, Bob P. is
not responsible, then who is??? And, as a previous noter pointed out,
shouldn't Bob be held accountable for some of the decisions he made,
which I point to in .15??? Isn't it Bob that made the now infamous
accountability speech two years ago???
Who should be held accountable? The thousands of ex-employees, the
stockholders, or maybe you would like to hold our customers
accountable???
I dwell on the negative? What a joke - you dwell in the Digital of the
past where accountability meant nothing.
Bob Palmer is accountable to the shareholders, the customers and the
employees of this corporation. That's reality!
|
| 3448.24 | One a minute | DPDMAI::EYSTER | Fluoride&Prozac/NoCavities/No prob! | Tue Oct 18 1994 10:28 | 22 |
| > <<< Note 3448.17 by CSC32::C_BENNETT >>>
>
> .15 Well, with all due respect to the Bob supporters, Bob's record is
> not all that spectacular.
>
> Who said that every action a CEO takes needs to be spectacular!
> Besides you seem to be the type who dwells in the negative anyway.
I've been looking for someone like this for quite awhile! I've got
some Eastern and Braniff stock I'd like to offer at a good price, as
any person willing to overlook the negatives would see! :^]
Funny...no one's nominated Frank Lorenzo (Eastern), 'Carvin' Marvin
Runyon (USPS), Scott Spencer (Braniff/Republic Air) for CEO. All fine
gentlemen well-known for their constant reorgs and 'head-count
reduction'.
I like the new terminology, by the by. Assasinations are now
'terminations with prejuidice', dead civilians are 'collateral damage',
firings are 'head-count reduction'. Are dead people 'life-impaired'?
Tex
|
| 3448.25 | re:Are dead people 'life-impaired'? | BROKE::GEEWIZ::BOURQUARD | Deb | Tue Oct 18 1994 10:47 | 3 |
| that's "metabolically challenged"
:-)
|
| 3448.26 | | CSC32::C_BENNETT | | Tue Oct 18 1994 11:07 | 30 |
| .23
LAYOFFS
========
The management style which lead up to the over hiring and over
staffing, is partly to blame . B.P. cannot be held responsible for the
inefficient methods used by the old Digital. I believe he is making
a honest attempt to make this company lean and mean.
Bob made a positive step with the TFSO's.
MARKET FACTORS
===============
Nor can Bob be help responsible for the market factors which effect the
company before he became CEO. Part of the major problems Bob Palmer
is addressing now started before he became CEO.
.23 Bob Palmer is accountable to the shareholders, the customers and the
.23 employees of this corporation. That's reality!
True. Although turnarounds (I hope that is the word) that Digital is
going thru right now historically take some time. This turn around based
on all the different factors which effect the company do not occur in
1 quarter.
.23 it is really to bad you cannot notice anything good that Bob Palmer has
started to do. Maybe you do need a new CEO.
|
| 3448.27 | | GRANMA::MWANNEMACHER | Just a GUY | Tue Oct 18 1994 11:33 | 12 |
|
RE: .26
I have to disagree with the marketing aspect of your note. We were a
$14 billion corporation because of our sound products, and our
outstanding services. Anyone who's been around a few years knows that
our marketing was never an emphasis. If resources were invested 2
years ago on an aggresive ad campaign, Digital might be recognized for
what it is, a leading edge computer company.
Mike
|
| 3448.28 | market factors... | CSC32::C_BENNETT | | Tue Oct 18 1994 11:51 | 13 |
| .27 I have to disagree with the marketing aspect of your note. We were
.27 a $14 billion corporation because of our sound products, and our
.27 outstanding services. Anyone who's been around a few years knows
.27 that our marketing was never an emphasis. If resources were invested 2
.27 years ago on an aggresive ad campaign, Digital might be recognized
.27 for what it is, a leading edge computer company.
Marketing aspect or market factors - I was typing about market factors
for example...PCs...
We were not even in the market place. Were we selling PCs then? What
has happened to our PC business? Who started Digital in PC business
space?
|
| 3448.29 | | GRANMA::MWANNEMACHER | Just a GUY | Tue Oct 18 1994 11:55 | 6 |
|
Thanks for the clarification.
Mike
|
| 3448.30 | reboot | STAR::PRAETORIUS | what does the elephant need? | Tue Oct 18 1994 12:20 | 28 |
| I had no intention of precipitating yet another Palmer bashers vs.
Palmer jingoists scrap, but I suppose that was inevitable in this notes-
file.
What I was thinking about (really) was that there are some bases
that aren't yet covered. If I were the BOD (or Mr. Palmer), I'd think
about getting them covered. Pesatori seems to be a winner. Some other
Palmer hirings haven't been. It's up to the BOD (barring a shareholder
revolt) to decide to keep Palmer or not. I have no desire (and lack
the information) to make that call. He's done well with some things,
not so great with others.
When I worked for a DEC customer (between 16 and 11 years ago)
we perceived DEC as a technically excellent company with lousy sales
and marketing (not necessarily that all the salesmen and marketers were
lousy, but the ones that were good or had potential didn't seem to be
particularly valued or supported or listened to). My major disappoint-
ment with management is that this hasn't changed in 16 years.
True, it takes time to build trust and trust can be destroyed
very rapidly. I just haven't yet seen hints that trust is beginning
to be built in the sales and marketing area.
So, naturally, when I listened to Grant Tinker on the radio and
realized that here was someone who had taken high quality, unconven-
tional products and made them both popular and profitable, I thought
"hey, this is the kinda talent DEC needs" (yeah, I know we're Digital
now, but I still think DEC even if I usually say Digital.)
|
| 3448.31 | And now for a completely NOT serious nomination | TOKNOW::METCALFE | Eschew Obfuscatory Monikers | Tue Oct 18 1994 13:39 | 55 |
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from Evan M Corcoran
|
| 3448.32 | | ROWLET::AINSLEY | Less than 150 kts. is TOO slow! | Tue Oct 18 1994 14:42 | 1 |
| Who is Grant Tinker and what did he do?
|
| 3448.33 | | DPDMAI::PAYETTE | How can I keep from singing? | Tue Oct 18 1994 14:49 | 14 |
|
I think he was married to Mary Tyler Moore and did some TV producing
stuff.
Now, all together in our best Laura Petrie voices:
"Ohhhh Bob!"
(as in Palmer...)
Sign me,
Still for BP in '96!
|
| 3448.34 | USELESS | MEMIT::MMCCALLION | | Tue Oct 18 1994 15:52 | 3 |
| BP IS USELESS................
|
| 3448.35 | | DIODE::CROWELL | Jon Crowell | Tue Oct 18 1994 22:33 | 2 |
| .-1; And your logged in to his old node from
when he used VAXmail...
|
| 3448.36 | And you thought the first quarter was interesting | POBOX::CORSON | Higher, and a bit more to the right | Wed Oct 19 1994 00:21 | 11 |
|
I hate to get involved in this one 'cause it's obvious you are all
having too much fun; but RP ain't the problem. Changing horses in the
middle of the stream serves no useful purpose. The problem here is too
many Chiefs, not enough Indians. And since the Indians are switching
tribes rather regularly, the Chiefs are starting to get very noticed.
Hard to hide when there ain't nobody else around.
As I've stated before, watch and have fun - the REAL excitment is
just beginning.
the Greyhawk
|
| 3448.37 | Hard working guy | NETRIX::"[email protected]" | APA REGION | Wed Oct 19 1994 06:16 | 3 |
| I would suggest DEC Coporate move to Asia Pacific and is going to look good
For BP.
[Posted by WWW Notes gateway]
|
| 3448.38 | Jack Charlton | RDGENG::WILLIAMS_A | | Wed Oct 19 1994 08:24 | 17 |
|
Jack Charlton (manager, Irish soccer team)
Took a ramshackled set of average talented soccer players, and made a
team.
When they won it was fantastic.
When they lost it was fantastic (gimme another Guinness..)
Seriously, if you ever want to read a superb article on leadership
and developing a team, you should read an article from The Sunday Times
Magazine (July 94) on what Jack Charlton did for Ireland.
Oh, by the way, Jack *had* done the job before.......
AW
|
| 3448.40 | | ANARKY::BREWER | nevermind.... | Wed Oct 19 1994 10:54 | 3 |
| re: .15
where is Mostek??
|
| 3448.41 | | ROWLET::AINSLEY | Less than 150 kts. is TOO slow! | Wed Oct 19 1994 10:57 | 4 |
| re: .40
Dallas, Texas
|
| 3448.42 | Haven't heard THAT word for awhile! | DPDMAI::EYSTER | Fluoride&Prozac/NoCavities/No prob! | Wed Oct 19 1994 11:16 | 15 |
| re: .40
Was. It was downsized (everyone lined up outside the closed building,
then your badge was either cut in two and you had two hours to clean
out or you went back to work). It was downsized again, until only
managers were left, and they actually began doing worker-bee functions,
but at good salaries. It was then sold off, piece by piece, at bargain
prices. They're selling some buildings now. The French bought the
company itself, then the Italians. I don't know who has it currently.
It was a GREAT place to buy furniture! There was a huge warehouse
where employees (those left) could buy desks for $25, filing cabinets
for $5, etc. Unfortunately, that wasn't the original intent of the
company.
Tex
|
| 3448.43 | Live DVNs?? | STOWOA::NELSONK | | Wed Oct 19 1994 14:20 | 3 |
| .18 -Nitpicking alert. What do you mean by Bob "not doing a live
DVN in over a year?" He was live enough to the employees
in Digital Stockholm (September DVN program).
|
| 3448.44 | | AXEL::FOLEY | Rebel without a Clue | Wed Oct 19 1994 14:53 | 12 |
|
RE: .43
And that was "edited for content" before broadcast.. He wasn't
live worldwide which is what .18 I think is meaning.
I think what some would like is Ted Koppel grilling Bob on behalf
of the employee's. (for those not in the know, Ted Koppel is a
well-known American news person)
mike
|
| 3448.45 | | CALDEC::RAH | serving humanity simply by showing up | Wed Oct 19 1994 18:01 | 2 |
|
someone posted a picture of him somewhere in this file..
|
| 3448.46 | | TOKNOW::METCALFE | Eschew Obfuscatory Monikers | Thu Oct 20 1994 09:41 | 81 |
| > someone posted a picture of him [Ted Koppel] somewhere in this file..
.M
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W H A T - - M E W O R R Y ? from Kenneth D Miller
from Evan M Corcoran
----------------------------------------------------------------------------
And then there is.... Sam Donaldson:
___ _____
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->Homer<-
|
| 3448.47 | Remember that it is an improvment... | RTFM1::OSTMAN | The NICE Doctor :-) | Thu Oct 20 1994 18:43 | 22 |
|
RE: .44
Well the DVN that was taped in the Stockholm office didn't seem to
have been "edited for content". They had added sequences showing
the local audience that they didn't show during the live session.
But to _me_ it sure didn't seem censored.
If you think that "we" gave him some questions that was to bold to
go "on the air", it seems as we didn't. I admit that I was only
watching the live session online on a monitor 30-40 meters away from
the actual event.
Personally I'm impressed that BP takes the time to communicate to
us each quarter, Ken didn't. Not that it gets me all the answers
I want, maybe not even most of them. But I still think that it beats
nothing.
/Kjell
|
| 3448.48 | | AXEL::FOLEY | Rebel without a Clue | Fri Oct 21 1994 12:37 | 7 |
| RE: .47
Well, fine then.. I'd be satisfied if Bob just wouldn't give
10 minute answers to each question. By the time he's done
answering, you forget the question. Cut to the chase.
mike
|
| 3448.49 | NOT rocket science... | POBOX::CORSON | Higher, and a bit more to the right | Fri Oct 21 1994 12:41 | 22 |
|
IT is an improvement! And I personally am a big KO fan. As so many
noters here have noted, it is NOT an RP problem at 'ol Digital. It is
a middle management mindset problem. Too many gatekeepers working their
own personal agendas coupled with a varied disconnect as to the
realities of today's technology buyer and the marketplace that serves
him/her.
Geez, it ain't rocket science. That is why I'm continually amazed
at people who try to make it such. It's technology that works the way
a buyer wants it to work. See; you can do it in one simple sentence.
TECHNOLOGY THAT WORKS THE WAY *YOU* WANT IT TO WORK.
The rest is just doing it. Wearing wingtips or Nikes. Base your
business processes and practices around the above, and you are, da-da,
profitable.
Have a great weekend, folks. It's storms on the windows for me.
the Greyhawk
|
| 3448.50 | | SUBPAC::BACZKO | Now, for some fishin' | Fri Oct 21 1994 13:33 | 12 |
| Bottom line is that you can't cut yourself to profitability. I believe
BP has done alright so far, we needed to trim some fat off, maybe some
more too, but not quite sure.
But..
Only cutting won't cut it, we need to generate revenue with a good
margin, these are the plans I am waiting to look at. This is the next
thing we need to do to return to profitability.
|