Conference 7.286::digital

    
    	This article was on VOGON NEWS last Monday or Tuesday, the article
    can only really be described as "vitriolic."  The Line I remember it
    saying was "Palmer cannot cut his way to growth."  I thought that is
    probably true.
    
    				Malcolm.

					Trace

    Any idea whether anything will be done with the results from the field
    and general organization survey ?
    
    Also, what's the current count of the number of V.P.'s we have at this
    'bank'?
    
    Regards
    
    
    
    

    RE -.1
    
     >>>Also, what's the current count of the number of V.P.'s we have at
     >>>this 'bank'?
    
     This is not a bank, this is a restraunt, OPENrestraunt TM. In order
    to protect our TM please advise all personnel that misuse of our
    trademark can lead to loss of it. I am opening a full investigation on
    the identity crisis some people in the OPENrestraunt TM seem to have.
    We are NOT a bank, banks make money.
    
    -Mike Z.

    re: number of V.P.s
    
    Having just read the latest Digital Consulting reorg memo ...
    
    While the number of VP *announcements* has grown in recent weeks, I
    don't think the actual number of VP *jobs* has grown that much. What we
    are seeing is the famous Digital "Musical Chairs" dance, where VP's all
    swap job positions or titles. It most often happens near the end of
    the fiscal year, when those ugly performance measurements loom near.
    Somehow in the Digital management philosophy, when a VP changes job
    titles, they are no longer responsible for unmet metrics or poor
    performance in the previous position. Nor is the incoming VP held
    responsible for prior decisions.
    
    Then, since management can't be held responsible for the dismal state
    of the group, the blame has to fall on the workers, Q.E.D.  No pay
    raises, layoffs, and the cycle continues.
    
    From my worm's eye view, reorgs like this usually mean a few things:
    
    	I get a one paragraph e-mail from the incoming honcho meant to
    	instantly restore my morale and instill confidence.
    
    	I get a new format for status reports, and usually a couple of
    	new addendums that the new guy likes to see (usually numbers).
    
    	My boss disappears for several weeks to organizational meetings
    	and "kickoffs". Spends more weeks bargaining with other managers
    	for "resources" and "splits" while new honcho issues conflicting
        "guidelines".
    
    	Any questions about last year's goalsheets, possible pay     
    	raises, promotions, or rewards pertaining thereunto, are
    	answered with the stock phrase "Wait until things settle down"
    	which translates to "We've forgotten about them, you better, too."
    
    Sound familiar?

    From where I sit there are 8 steps between me and Bob. A year ago
    there were 5. All the additional steps are VP's. With all of the
    reorgs, additional VP's, power plays, pablum, etc. I don't know
    what my organization really is chartered to do anymore. People are
    leaving my organization at a fairly good rate. Perhaps this is all
    part of the "plan".
    
    Jim C.
    

    .1�    can only really be described as "vitriolic."  The Line I remember it
    .1�    saying was "Palmer cannot cut his way to growth."  I thought that is
    
    
    Even *I* can see that the article was probably written by some
    disgruntled ex employee determined to throw as much sewage our way as
    he/she can.
    
    Ken