Don't forget all of the current Presidents and Execs in place now had a role in the last few years of building out A3M and all the Transformation nonsense. These were disasters and destroyed the company. It was impossible to run a global portfolio. The accountability? They were all promoted. Anyone who had anything to do with A3M should be fired.
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The problem with any massive project such as A3M is that it becomes a massive ego trip to the CEO (inge and then mike) because it's their signature move in their career. The biggest change (forward) that they can retire being most proud of. These people think such an accomplishment will put them on the Mount Rushmore of 3M CEOs next to McKnight.
The inevitable rush to the stage happens as a bunch of buttkissers decide they too want to be part of the megaproject. Perks are provided superfluously. People are promoted to nearly created positions. Once the project has dragged on aimlessly for years, leaders jump ship and the project is orphaned and becomes a taboo even to mention its name.
And here is the biggest problem of a megaproject like A3M- whatever budget is set is IGNORED. Yes, there is an official budget number published when it is first launched with huge fanfare. However, once it becomes apparent that costs are skyrocketing (Accenture and McKinsey are usually part of the spending and they are darn expensive), the CEO quietly agrees to a "spend whatever it takes because this is MY legacy. "
My recollection of mcnerney era is he decided money was no object when spending on training including travel and meals and perks to force feed sick sigma on 3M. He penny pinched buying a box of pencils but had no issue spending millions for his prize project.
Good luck to all. Glad I'm retired now. It would be torture telling a bunch of people they are fired.
Sorry meant to say they didn't quote wee Pete but surprised he's not bragging about transformation blah blah blah.
I too know a few people from Accenture. When Dupont CEO was forced out by an activist investor and his hand-picked new CEO, duponts new CEO canned the whole thing and Accenture had to lay off 300 people who had been being paid for years under the dupont contract. It was supposed to go live only 2 months later but got the plug pulled. Accenture made tens of millions on the fiasco.
Maybe an activist investor would have ordered A3M to be DOA when he found out what a cluster F it had become. That would have saved this company at least a billion.
Does anyone know the true cost (billions) wasted on the piece of cr-p before it got thrown overboard.
Check out this fluff article from Oct 2022 about sap and A3M.
Says the 3M was 60% thru SAP implementation after starting in 2012.
I'm surprised they did quote wee Pete for this one too. Or maybe a podcast with Hammes.
https://www.appdynamics.com/blog/cloud/sap-deployment-and-cloud-migration-at-3m/
Post ID: @bpi+1mvKMZ21
Executive pay also decreased over the past few years since their AIP, which is a larger share of total compensation than anyone else in the company, also goes down when the company performance goes downhill.
The problem with that approach is that their total compensation goes down from 12 million to 8 million which is still a LOT, while the worker bee salary salary goes down from say 80k to 0k when they get the call from HR and are handed a pink slip as part of the layoff caused by incompetentence by the guys at the top.
That is how the math works !
I saw few colleagues who got a free ride and promoted twice due to A3M. And their job really is just to consolidate PowerPoint reports
Doing SAP implementations for Accenture most be the greatest grift out there, besides maybe doing podcasts at Kearny with Tireman.
It would routinely take us more than six months to set up a stock number due to SAP.
I know someone who has worked at Accenture for a while. His main job is helping companies implement the latest version of SAP. His experience is that SAP is fine if you don't have a lot of sku's (stock keeping units, or materials). When you start trying to use it for extremely complex integrated operations with 50000 or more sku's, the ability to plan supply and demand gets really gnarly. It was designed more for parts manufacturers but got sold to the materials science world later as a do-it-all solution. 3M has perhaps the most complicated supply chain and integration of sku's in the world. Trying to implement A3M was bound to fail and they should have just kept what they had. Billions were lost and a few clowns got promoted. McKinsey made a fortune too.
When cut jobs, executives should cut their salaries too, like at least 10 percent this time. Otherwise no accountability at all