2028 Business Transformation and the creation of the new "Service Company" is being introduced to higher management. Anyone willing to spill the beans and tell us more about the announcements to come ?
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More acronyms... GBS... MSP... HCL.... X-X
@5lfi+1kJAYi6u allegedly it’s not “just software”, but I’m sure at some point it will be descoped to “just software” when nobody wants to do the hard work of actually transforming the biz
Focus on finding new discoveries or buying into new ventures and stop thinking silly software initiatives will transform EM.
Transformation suggestion for XOM:
Close your shop and let the environment green, clean and honest again.
@3zcv+1kJAYi6u MB had a grand vision for EMIT as a true contributor to business value for the corporation. Unfortunately those above him didn’t see it that way, and MB went too extreme in trying to “high-grade” IT, leading to the pendulum swinging HARD in the opposite direction with his successor. I agreed with and appreciated his vision, but unfortunately the people under him (the mostly career-IT L2 and L3 management) did a poor job of executing that vision and focused on their own fiefdom-building (like they still do today) to the detriment of the careers of the IT rank and file.
SAP...
I think Mike Brown once asked something like.."we pay a billion dollars for SAP, why do we manage EM with 100,000 spreadsheets?"
Last boss that knew what was going on
It is a typo, it's actually 2128...
We just keep finding ways to throw money at consultants, contractors and SAP without really understanding and fixing our problems. True 10 years ago. True now. On this trajectory, true in the future.
From the presentations I have seen, management kind of understands the problem: rework, inefficiency, system flaws adding time, need to enter the 21st century with tools.
However, they don’t understand the root cause. They are letting a consultant sell them on something that blames technology.
Here’s the root cause of the problem:
Management culture that generates too much internal work (90% low value internal for 10% bottom line improvements.)
Outsourcing without responsibility to please and report to the HC10 employees for which the outsourced individuals work. (Getting a poor employee replaced or let-go at a service center is a monumental feat and takes 1+ year.)
Supervisor pool that struggles to identify talent, split talent from dead wood…..and then do-something about the dead wood.
Wrong metrics. Tend to report timeliness over quality of work or value generation, leading to a lot of quick work closures that are incorrect and create hours of HC10 rework.
Belief that everyone is a cog and can do the work if they have the right procedure. Not true. A procedure is helpful. But you also need smart, curious people. For that, you need to pay for smart curious people (and to keep them). We are not doing this.
And back to dead wood. You can only afford to pay for smart curious people if you are actively looking for the free-loaders and eliminating them. You cannot drive that with a metric. You can only accomplish that with good supervisors, who aren’t afraid to address issues, give limited coaching, and the pull-the-plug if the coaching doesn’t take.
…but that’s okay. Management think’s technology is the problem….and large, cheap, support centers are the solution. We can go with it and see how it turns out.
Expect to see brown nosers and brown peeps say yes to whatever the management decides. Many in LCS and EMTEC (some from Clinton, NJ and some in Spring). 7
Transformation suggestions for EM:
- End forced ranking
- Start Job Postings
- Stop sponsorship of a$$holes
- Falsely taking credit ends careers
- Helping colleagues selflessly becomes norm
- Every employee respectfully assigned a desk
- Stop mandatory NSI % before assessments and let assessments determine if anyone needs improvement
- Value creativity over mindless compliance
Is the Business Transformation really just about automating tasks, transitioning to low cost regions (away from HC10) and shifting headcount to MSPs (like HCL)?
That’s all that ever seems to come up in these threads about Business Transformation.
Ask any former Moncton or EMIT employee what they think about HCL, and it will make you wonder whose D they S’ed to continue getting more and bigger contracts.
Linked to the "new" version of SAP we are going to roll out - theoretically where we don't customize it for any part of the business.
They are going to transform they way the business runs. Every executive will now get a BlackBerry, and the rest of us will get pagers. We’re transforming back to when we used to be masters of the universe.
The business complained about GBC service, good luck with the service from HCL. The ship is sinking, jump asap!
I hope it's that we're getting rid of Buenos Aires.
I heard it was 2038...
@1fhn+1kJAYi6u - yes, it's actually 2029.
“2028” Business Transformation?
Is that a typo?
Probably more outsourcing so I can enjoy the pleasure of working with three different GBCs that don't know what the he-l they are doing and don't know who's responsible for what.
OMG! Now you will be ranked against them...and... They will come on top!
Just search on LinkedIn for HCL Technologies and you will understand some of the roles & responsibilities of our 3rd party managed service providers.
LinkedIn Posts
CS Team Manager of Poland and Nordic countries in Oil Industry CS of ExxonMobil. Senior Team Lead at HCL teams. Reporting Manager for the people in concerned teams in ExxonMobil and HCL Technologies. Knowledge transfer process done between two companies.
Responsible for the Oil and lubricants markets within our customer responsibility, service people and connections between logistics, sales and the factory from our side. World´s largest oil company, Multi billion markets, where we are sharing multi million responsibilities in each country. AR and Billing processes functionality included in the responsibility. Operating also with Customer Care, PMI, Access Assurance, IT, Price Set Up, tax department and Accounts Payable when needed. Responsibility for reporting different processes and procedures and their success to senior management. Working with my part in transforming the business to country specifics by being uniting the Individual Nordic countries to single units of Industrial and Automotive customers. Managing the work and problem solving for up to fifteen people under my immediate Reporting and having people from other countries and management working in our project.
HCL. The new “service company” is HCL.
Yeah, it's the new Bean Spiller support team.
here to stir the pot and then.... spill.