What cesspool of ego, and old-school management style.
If HV fired every director and above, with the exception of a few, a very select few, C-levels, Directors and VPS, and kept the people who actually do the work, they would be 100% more efficient with new ideas, approaches, and strategies. HV has no soul, and no, HV, you can't fake that. (:
Perfectly said, @3iwe+19gXR70t!
While HV owns what they own, the fact remains that 80% of the revenue comes from products made by the mothership. While they were great back in the USP, AMS and early VSP days, they have fallen way behind. Things on both sides of the pond have to be fixed.
"Their conclusion was that the Japanese team had 8 people rowing and 1 person steering, while the Americans had 1 person rowing and 8 people steering. So American management hired a consulting company and paid them incredible amounts of money. They advised that too many people are steering the boat and not enough people are rowing."
You hit the nail on the head my friend. This is exactly what is happening in Global Services.
In any Project Kickoff meeting you have the below
So if it is a 80 hr project ........the PM Bills 10% of the hours, The Delivery architect Bills 30% of the hours and the lone TC who does almost everything technical from Architecture onwards is left to complete the project with 60% of the hours ........So go figure. You can can guess who gets the credit and the bonus if the project is a success .........yes it is 1 through 4 ...........and who takes the blame for everything that goes wrong .....the TC.
And this consulting company was...
Somewhere in between the story line... a Culture book was published and the messages were:
Now most of these high paid person already have their retirement account well taken care off. Its these bystanders that is waiting & watching this company now recycle the same strategy again.
This joke is that is playing out in HV.
A Japanese company and an American company decided to have a boat race on the Missouri River. Both teams practiced hard and long to reach their peak performance before the race. On the big day of the race the Japanese won by a mile.
Afterwards, the American team became very discouraged and morally depressed. The American management decided that the reason for the crushing defeat had to be found. A "Measurement Team", made up of senior management was formed. They would investigate and recommend appropriate action.
Their conclusion was that the Japanese team had 8 people rowing and 1 person steering, while the Americans had 1 person rowing and 8 people steering. So American management hired a consulting company and paid them incredible amounts of money. They advised that too many people are steering the boat and not enough people are rowing.
To prevent losing to the Japanese again the next year, the rowing teams management structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents and 1 assistant superintendent steering manager. They also implemented a new performance system that would give the person rowing the boat greater incentive to work harder. It was called the "Rowing Team Quality First Program", with meetings, dinners and free pens for the rower. "We must give the rower empowerment and enrichment through this Quality First Program."
The next year the Japanese won by 2 miles. Humiliated, the American management laid off the rower for poor performance, halted development of a new canoe, sold the paddles, and cancelled all capital investments for new equipment. Then they gave a High Performance Award to the steering managers and distributed the money saved as bonuses to the senior executives.
10000% agreed!!!! with OP!!..