I have been in this site only recently.... one thing is clear based on what I see.
A group of people with no real management skills have created a very hostile environment against people that have for decades delivered products. Products whose revenue allows the company to still function.
The reason of creating a hostile environment, mentioning constantly age and spouting id–tic management secret pilfered from google is that those people thrive in a chaotic environment. Chaos which they create and foster. Such wind bags talks are like : ram through brick wall ( read do what I want - even if from an engineering point of view it won’t work, or I will label you a brick and prevent the company success ( no.... you re not the company silly!...) or older people cost too much we need new people ( this is usually code for “I want young people that are more pliable and who will appreciate the Xbox and gourmet food” anyone that has success in engineering knows that success is not about xboxes and free beer... Honeywell made billions without free booze...
Bottom line: when you have those supervisors turned directors that spout what seems like common sense Management wisdom , observe and you will see that that person never actually delivers anything, but constantly sabotages other teams or screws their own people then move to another “project” observe how they create destruction in the company by sinking any knowledge the company previously use.
See how those people go in front of VP GM and spout in their limited time those management wisdom BS and literally swindle them knowing full well they don’t have the time to actually check they have done anything real (they claim a lot though)
Those people are incapable of actually delivering all they do is generate slack and send people in all directions to show activity , and in those short attention span times we confuse activity with results ... it’s called blowing smoke up someone body part...
And yeah those new directors know who and what they are...
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And with Michael Jordan the chief buffoon just agree that you don’t need requirements, just need to start agile development yesterday, “like” his reposts from others on LinkedIn, mention agile and containers in the same close sentences and you’re golden for a month.
'Due diligence' is a joke here at REZI. There's none at any level. Be it an acquisition or AOP/STRAP planning. id–ts in BD created the acquisition funnel just so they could get the experience of closing a deal. Completely resume driven.
If you can talk the big RMR game then you're gold. At old-school HON, it was all about the attach rate any piece of software or hardware could bring in. At REZI, it's about the SaaS LTV you can show on your slides.
No one ever looks at the quantitative modeling behind it. Management is not educated enough to look at the demand-supply analysis, willingness to pay, etc.
Don Cazzo utters DIFM and all the buffoons change their powerpoints ASAP to reflect that word and add RMR to it.
Just go have coffee with five of your favorite customers who you are chummy with and give it the name of a VOC. Compile results in an excel sheet and THAT is your Phase 0 'research' that PAC needs to make a decision. All qualitative stuff and zero quantitative.
And with moobs -
1) Use the words 'data-driven' and 'A/B testing' a few times in any conversation. He doesn't really care about WHAT type of data as long as you use those words.
2) Agree with his ideas and you're set for a few months.
Rinse and repeat.
If you are an engineer then start complaining to BB an HDG about the horrible user stories and UX that the product managers and CX team provide. You will be able to easily cruise for three months. Repeat after every PI planning session and you will become untouchable.
Spot on... I would say that applies to directors and manager from Hon and those recent acquisitions as they have learned the game fast. Acquisition are particularly problematic because no real due dillgence was done just those fancy RMR which turned out to be false.
Some (the worst managers - directors) will even put you in a no win situation where you cannot disagree but they want you to fight other directors... guess who always looses?
Only way is to get out of the team asap
The secret of success at Rezi? Let me try to take that one.
1) Find a bad apple on the VP level that got inherited from HON. You know the ones that survived HON for over 5 years at least. They got game. There are plenty around here. Be in their good books and show them the vision - growth multiples, RMR (very important), attach rates, etc. Click and bait.
Why? Because this is the type of stuff that THEY can present to Don and Moobs to s— up and look good.
If you want to stay at REZI then you need to be good with that silicon valley pixie dust game (a.k.a RMR).
2) Stay under the radar. You can be aggressive with your peers but never utter a word against people above you. Especially in meetings - never ever disagree.
If you are in engineering then bash product and if you are in sales or marketing then bash engineering. Escalation is the name of the game.
3) As long as the sh–ty VPs are on your side and they have someone else to blame, you're fine (a.k.a successful at REZI)
USCIS web site (government)
USCIS.gov
Scroll down to line “I want to report fraud” then go in and self explanatory
We’re past that. In the board there is a question if the current problem is due to engineering or the business side.
Clearly project like storm are using the lack of clarity from the business to blame their own failures. Same on the business side .
For the first time we are hearing that the business is more to blame than engineering especially for the security side of the house
The next quarter will be interesting as more info comes out in the issues in the security side that prevent engineering from responding to the market
On another front Resideo seems to have engaged in H1B visa violations where they have brought in people unqualified and then placed them in positions where they are not competent and take jobs from us citizens... the point? It brings rezi even more down as the way to get back is even harder.
If you google us is fraud and report you will get the gist
Search for something like management secret and you would be amazed at the filbert type of quote that gets reused by the newly promoted.... the fact that moobs can’t even tell the difference and now security tells me we are not even close to getting out of the darkness.... it’s now so bad that even the reviews get infected by that layer of management that spouts their beliefs to the people trying to find a way out... won’t get put back until those that got promoted under the former CTO are gone
Here the secret (which in Honeywell wont work because they expect results )
Take over a project to “save” it. Blame the previous team and management (that allows you to start from scratch and build an empire by saying you also need to build in house) find another technology to build, all this gives you many months where you cannot deliver (because that’s is not the goal)
S— up to moobs and Don cazzo) then declare victory in a minor event that could have been done much earlier and cheaper if there would have been no change. Then quickly move on to something else. By all mean s— and s— like a super vacuum pump
Recognize those?
Until they are gone no recovery possible as they are a major part of the problem...
And yeah... if moobs takes up smoking they will smoke too... if moobs wear flip flop they will too... and so on. Those people place their personal needs over those of the company...
It has always been a game of chicken. Every manager holds their breath for someone to be the first to say they won’t make a date. Then those that have issues but didn’t announce it let out a sigh of relief as they weren’t the sacrificial lamb. And project management fosters that tactic, if you say you can’t make a date they say you aren’t trying hard enough and should work longer hours, the only solution they can think of. That’s the dysfunctional culture that’s been built there. Being able to truthfully announce the status of a project to resolve issues earlier would go a long way towards bringing back success.