I left GM a while back because I couldn't handle the continous waves of Layoffs. I feel terrible for the people that were impacted and their families.
The big three are lost, Confused, and have no idea how to survive.
The teams that wins are the ones that makes stars. not buy them.
We know how to deliver if you give us resources. stop hiring silicon Vally "visionaries" that are destroying our moral and getting in our way
I was 7A (with previous Start-up & Shrinkwrap Siftware experience) and the work assigned to me most recently required only a good NCH.
S&S clearly could not use me or was wasting my experience and brains.
But, more broadly, GM IT failed over more than a decade to deliver very many news usable systems to GM.
The Configurstor, the PLM-system, the Chevrolte App., in-vehicle apps, and finally SDV were outstanding examples of GM IT failures that seemed to excel in producing shelfware and maintaining applications that EDS, HP, Wipro, TCS, IBM, and Infosys had created.
Mary Barra gave a big vote of no-confidence to GM IT and brought in the Silicon Valley guys to build capacity any way they deemed necessary.
2000 people or more have been let go from GM IT over the last 14 months to fund the investments in California. Would more follow, very likely.
The leaders of GM IT as well as the rank-and-file staff, IMHO, bear major responsibility for this outcome. Structurally, they were too hierarchical, rigid, conservative and un-innovative. There was and is fear at GM IT, so problems are never raised and discussed to be solved.
I expect the present trend to continue in reclassifying the staff from Developers and Software Engineers to Data Engineers and Configurators; real Customer-facing Software will be built by Real Software Engineers in California.
While I was negatively affected, I. must emphsize both the poor quality of IT Leadership at GM IT and the weakness of the staff to deliver sofware products
Hollywood and polit-cal culture always words that circle the drain for businesses eventually. No Blessing on it.
The SLT aren't leaders and have no vision.
Just cute buzzwords they read in a fad management book.
They sit back and see what everyone else does, then follow a few years later and do it worse than everyone else did.
What you said and GM needs to stop having a ‘catch up’ culture. By that I mean they wait until someone else in the industry has done something for a while, benchmark it to death then start pursuing it. By the time they do all this it’s often times too late. They need to be leaders and trend setters, not followers. Imo this behavior is a large reason they are failing in China. They just aren’t agile and competitive enough for that market.