Conference 7.286::digital

>>    What is our US field organization TODAY?  Are CBUs all gone?  Are we
>>    organized by Regions again? In MCS (CSC) we are organized by Regions,
>>    supposedly to align ourselves with the field.  Or are CBUs still around
>>    just called something else?
  
The CBU's, per se, are still with us.  The field no longer reports to them, 
however.  We are transitioning to geographies again.  For example, Tom 
Colotosti has been named VP of the North East Region (or some such geography).

As far as I can determine, the CBU's will be responsible for industry marketing 
and product direction.

Stay tuned.  This too shall change in time.

    
    
    
    ...who's on first, and where did second base go?
    
    dejavudejavudejavudejavu
    
    

    Could someone reproduce the text of Gullotti's speech here?  There were
    several points that I thought showed promise:
    
    1.  The former regions (Canada, North America, and LAC have been merged
    	into the Americas region.  Russ said no one's sure exactly what
    	all that will mean yet, but it's designed to facilitate the placement
    	and transfer of skilled personnel and other resources to where
    	they're needed.  (I personally think this was a great move, if
        it's carried through).
    
    2.  The US territory is being realigned due to the heavy concentration
        of support in the northeast and the relatively little west of the
        Mississippi.
    
    3.  There is once again a concentration on geography based on
        "time-zones".  I believe these timezones are NE, SE, Mid-West,
    	Central, and Western (sounds somewhat familiar).
    
    Once again, if someone's got the text, I'd like to see it reproduced
    here.  (Good topic, Gina, glad you brought it up)
    
    					Brent

    
    Well let's see here.
    
    We keep reorging ourselves to death.
    
    And HP reports a 41% increase in profits this qtr.(WSJ today front
    page).
    
    

    I'm jist gald I kept all those wide ties in my closet...apparently
    everything comes back in style.
    
    a NJ peddler...

    One point I got out of the DVN:  there is now another layer between me 
    and Bob Palmer.  I now count eight layers:
    
    	Palmer, CEO
    	Lucente, VP, World Wide
    	Gullotti, President, Americas
    	Roeth, VP, US
    	Regional VP
    	District Manager
    	Unit Manager
    	Sales Rep
    
    Is this right?

    
    				Bob Palmer	CEO
    
    	Ed Lucente  				Russ Gullotti
    	VP Sales & Mktng & Sys. Bus. Unit	VP Americas
    
    			Scott Roeth  VP Sales & Mktng US
    
    				Regional Sales VP
    
    				District Manager
    
    				Unit Manager

    CBUs still exist
    
    The field reports through geographic organizations
    
    Digital Consulting is the name of the group that does the billable work
    that the old software services did; it is now a business unit
    
    The "time zone" comment referred, I believe, to the division of the
    Digital world into APA, Europe and Americas (adding latin america and
    Canada to the US instead of lumping it in with asia).
    
    There are 150 'sales specialist' jobs available to sales support
    individuals.  There will still be sales support (reporting to sales
    again shortly).
    
    I think one consideration that led to the changes is that while
    industry focus is a good thing, there are only a few geographies in the
    US where there is a concentration of Digital customers/prospects in an
    industry to make it sensible to have an organizational entity devoted
    to that industry.
    
    Peter Dillard

    re .6
    That all?You guys have it easy in comparison to Europe we have
    countries too.
    Actually there are two organisational structures.When it comes to a screw
    up,there is one hierarchical structure between you and the door
                      Customer
    	                You
    
    When it come to a discussion on what to do and whose approval is needed
    in the widest case.Weeell,thats different.I would attempt to write it
    down here but I only have 300000 blocks of disc space,so I couldn't
    really do it justice.
    
    CBUs?They never made any difference in practice and they have no money
    and they haven't had time enough-so there demise won't affect anything
    other than jobs for the boys.
    BTW--once went to a two day customer seminar.First presentation was
    Digitals new CBU structure.First statement was 'from now on,Digital is
    going to be concentrating on customers...'
    It got the lowest rating of all.

RE:<<< Note 2905.7 by NYOS01::DILLARD "Happiness is a 1300 with one end to go." >>>
                       -< I believe this is how it goes >-

    
   >> 				Bob Palmer	CEO
    
   >> 	Ed Lucente  				Russ Gullotti
   >> 	VP Sales & Mktng & Sys. Bus. Unit	VP Americas
   

Peter, according to Scott Roeth Gullotti reports to Lucente.  So .6 has
it right.

BTW, also according to Roeth the Sales Support hierarchy goes thus:

	Palmer
	Lucente
	Gullotti
	Roeth
	Regional VP
	Regional Marketing Director
	Regional Sales Support Manager
	Sales Support Unit Manager
	Individual Contributor

We certainly are turning into IBM, aren't we.

    I heard Scott say that.  But he also said that Digital Consulting, PC
    and MCS report to Gullotti and those don't role up to Lucente.
    
    If Gullotti reports to Lucente then he also reports to every other PBU
    manager for which he has responsibility in the Americas (that is to say
    all of them).
    
    The model we are implementing has geography managers responsible
    for fulfilling business line commitments to multiple business managers.
    I don't think in this model 'reporting' relationships are clear.  All
    PBU and area managers are part of the SLT.
    
    Peter

    PS.
    
    The chain you show for sales support in .10 is only true as an interim
    (till the end of the fiscal year).  After that sales support units will
    report to sales districts.
    
    Peter

    frankly people, who cares who reports to who if it doesn't help the
    bottom line? and if it doesn't, then perhaps it should be viewed as it
    is. flat out overhead.
    
    a novel idea would be:
    
       those that deal with and sell to customers every day would just 
       continue to pursue those efforts WITHOUT having to worry about 
       DEC! 
    
    the opposite it true today. and it is really unpleasant to deal with.

    
>>    The chain you show for sales support in .10 is only true as an interim 
>>    (till the end of the fiscal year).  After that sales support units will
>>    report to sales districts.
    
    Peter

I don't know about this being a temporary reporting chain.  Scott seems awful
serious about the Regional Marketing Director having the Regional Sales Support
Manager under his command.  Having the Sales Support unit managers reporting to 
the Sales DM will likely be another dual-reporting matrix management thing.

Regardless, Digital sure as hell isn't getting flatter.

    The DOM and the regional sales support manager will have ongoing
    responsibility for SS.  I think the exact nature of those
    responsibilities are still being determined, but I think it unlikely
    that SS units will report outside of the district.
    
    You may not realize it, but these positions (SS staff jobs) existed before
    SS went into DC.  The positions have been responsible for SS direction
    and support (e.g. special training, goalsheets...) but were not line
    management (e.g. PAs for the next level down).  The possibility of a
    'regional sales support staff' could provide the line management
    function for the reg. SS manager.
    
    I think the team focus of bringing all of the 'selling' people under
    the leadership of a local (DM) manager is the optimum structure for
    bringing service and consistency to the customer.
    
    I am indifferent to the number of management layers.  The relevant
    question is wether or not layer 'x' adds sufficient value to justify
    its expense.  Given the current work processes in sales, I find it
    difficult to believe we can stretch the span of control much wider than
    it is.  If the work was reengineered (and I think this is in the works)
    maybe we could.
    
    Incidentally, there is a Harvard Business Review case that is
    instructive on the type of multi-axis (my term) structure we seem to be
    creating.  The company in the study is Asea Brown Boveri.
    
    Peter Dillard

Prior to July 1993 I reported to the AGM for the Xerox Corprate Acct. After 
that I reported to a PSC/Delivery Unit manager. I don't really have a clue who 
I will report to after this upcoming reorg, but the AGM and I hope its him.

I was really upset last summer when they made this change... now I've decided 
to live with it and just continue to do the same job, which I happen to love.

I have to give the PSC Unit Manager credit, too. He has done everything
possible to make these changes as painless as possible.

Regards,

Jim