Teams are divesting sh-t tonne of products and data pipelines post re-org. These were built with hundreds of millions of dollars, if not more. Those 2Billion in cost savings by spending way more on layoffs, is only tip of iceberg. Real damage is shooting oneself in the foot, consequences will be seen in comings qtrs. Will be a slow bleed to death.
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If you think is getting rid of duplication congrats on believing another of the tiny man’s lies. self serve data for Nike direct will be gine.We are stepping back a decade setting Nike up to fail
Whats being turned off? How will it impact the business?
never ending job security for JC and the GT LT - first create the mess, then we the mess
And one last thing.
I’m supposed to be excited for this new platform team and their offerings? Why? What guarantees do I have that THEY will even be around and funded next year?
D-mb leadership playing politics and financial shell games with the bones that hold up all our business functions.
One VP won out and got to carve out a “new” org tree with their buddies. All it cost was hundreds of engineer hours from EVERY other engineering squad at Nike.
The services weren’t deprecated. They are being turned off with less than 1 year’s notice, without any prior notification or warning to the teams that depend on them.
News flash. We all lost funding. I am in the impossible situation where years’ worth tech debt was forced on my team without any communication or plan. While at the same time we’ve been explicitly given no time in our schedule for non-income producing work.
5 times now. 5 times I’ve had to report to my boss’ boss to tell them we HAVE to do this work or production’s lights turn out. He has to roll up all those conversations and go back to planning, off schedule, and fight for our ability to keep the company running.
I swear Elon-server-plug-puller is a silent member of our board. The lack of planning behind all of this is terrifying.
They don’t know how to run a company. They don’t know how to save money.
I feel your pain on having to refactor out deprecated services, but it's still long term savings at medium term costs. I'd rather rip the band-aid off and spend the time where we have fewer new initiatives in flight to re-tool and come out stronger 6 months from now.
We’ve ki-led half the platform teams my servers rely on. I’ve got one month to update all my deployment processes, 3 months to update our monitoring, 12 months to update our data streams, 12 months to move everything into a new AWS account… which also needs to be provisioned & integrated with security/billing-monitoring/etc, oh and maintained by yours truly forever more.
Cost savings has created at least a quarter’s worth of work for my team, none of which is budgeted for or approved by AOP. If it doesn’t get done everything goes up in flames for months.
I work next to a dozen teams in a similar situation. We’ve cut so deep we actually increased our costs.
Some id--ts are going to be real surprised when they see this play out in the budget & schedule over the next year. I can only guess this is the final savings plan for someone’s resume, and they’re already halfway out the door failing upwards.
We have soooo much duplication it's not funny. Two teams doing the same thing, divesting one isn't hurting the company at all. 5 RPA tools and getting rid of 3 of them, not hurting us. 10 ways to show a fu--ing spreadsheet and getting rid of 8 of them, not hurting the company
Care to explain more? Just because certain data products were built with a ton of money, doesn’t mean they weren’t providing the necessary ROI. More of our problems are with strategy and execution than data, and yes, I understand data helps with both. I’d just like to know exactly how you think this will lead to a “slow bleed to death” since a lot of the comments on this forum tend to be overly dramatic…