Let alone that we never settled in its wake. Things are still chaotic, at least in my team. We’re heading into challenging times woefully unprepared. So how about developing a clear vision, trimming excess management, bringing in competent and creative people, and focusing on making your workforce genuinely happy?
The cuts didn’t help. How about trying to actually run a sound, resilient business?
Based in the UK, I survived 3 re-orgs only to have a manager put in place who didn't even understand the absolute basics of managing a technology team or what a strong functional team needs in tech. The final straw was in an EHQ LT meeting where they asked what co-pilot is and what it is for. I resigned a few days later after they denied me a promotion. Nike is now infested with people managers and the talent is heading out the door. A shameful end to 10 years of highly successful CFEs and numerous high profile deliveries. Nike does not deserve this talent any more.
I went through 3 different re-orgs and three separate teams last year and the latest change happened only a few months ago. The last 12-15 months has felt like I'm constantly restarting the same conversations with a new set of people every 4-6 months. I am not surprised results are not as expected.
My area of the company keeps interns longer than senior directors. I’m not surprised everything is ducked up when 6 months is a long-term plan for my team.
Think that’s what may 2025 is for
@OP+1jth160g5 JD and Bain made a total mess with their round. Nothing functions properly. So frustrating.