.... we are really sorry but this is a tech company and you su-k! You simply don't have the right skills. So get with the program - or else."
Never mind that our failed CX strategy around MM and her cronies caused the "support overhead", and never mind that [most of you] simply executed what you were asked to do, while chasing meaningless metrics.
I am so touched and overwhelmed by Liz's and the ELT's empathy but I know that AI is going to fix everything. This is truly the best place work!
Anything to do with Customer Success is a pile of cr-p. Telemetry, Data Lake, AOV/KPIs, Adoption metric, capability of CSEs (i know dancers, learning advisors, nurses and so many non technical people who are still here and hiring). Fox guarding the hen house here. Unless we bring in merit and honesty, this thing will not turn around.
CX Data lake engineering is a separate group from DnA's main data lake.
Tug of war started between DnA DL and CX DL to merge and finally CX DL was kept separate and trashed. CX data lake is nothing to do with DnA data lake or EDF
I heard about the CX Data lake engineering director’s pathetic stories. Neither has business acumen no technical knowledge. Because of her it impacted the whole engineering team and poor engineers were shown exit. More than 50% of the CX found home in IT but the whole data lake engineering team is zapped, no mercy. Previous tug of war with DnA was another cause for lower grade engineers to pay price
Who is this datalake eng leader you are talking about? S Iyer? CXDL was never a thing that CX Eng owned - IT and EDF basically did all of it?
I predict yet another CX battle big fail around the corner based on the leadership comments in this thread and what I have heard about the CSE rehiring process. It seems to be a cluster in some regions. Could it be they are only pretending to support Liz’s desire to have resources with more in depth technical skills? Because if you’re just rehiring from a group of people who were hired recently to a job that didn’t require technical skills, I’d like to know when they became so knowledgeable. The CS support team just conducted a basic Networking session. Was it from that session where the difference between a switch and a router were explained?
Any org that has M Gordon or D Singh in a leadership position is super uber F--ked. Run!
CX is a big flop, ate up Cisco's millions of $$$
Data lake engineering leader was adamant and discriminative thus they were shown the exit way. She yelled at everyone and tried to hijack the Cisco's legacy efforts where we have put so much of efforts stabilized the systems over years. She wanted to take credit by bypassing other groups. Good thing is that all that sc-m cleared up, going forward will thrive by doing all that is good for Cisco
Any org that has R Hargrove in a leadership position is F--ked
I have seen CX leaders starting from vim elfrink. In the past 20 years CX never had such a pathetic leader !!!!
Does Liz even realize she is totally non-technical, and doesn’t even hae n engineering degree?? Her work in Cisco was administrative until she got pulled up on favoritism and commands attention.
It’s time for Liz to get a hammer and walk her out. Enough!
CX Data Lake, a backend engineering for CX was completely trashed.
We can work peacefully since the cleanup of engineering. Director was racist and use to treat others like trash in meetings and made lot of noise in IT. Don’t know why HR has not taken note of it
It was intensely poor form to tell recently LR'ed individuals (who were invited to the call) "sorry you were LR'ed because you su-k". And the equivilent of "you probably won't get the new rolls because they're technical".
Moral all across CX is Zero. Very few are interested in doing any work or making Cisco succeed at this point. If I had to guess 40% are looking for new jobs, 30% are making stuff up and not working, and 25% are clueless.
There are probably 5% of CX still brainwashed enough or in the pocket of the ELT enough, that they are interested in making any of these new changes. Mostly because the changes are just marketing fluff for "We're doing the same thing we've always done with fewer teams and less support, deal with it." Oh yeah, and "AI will replace most of your jobs, make sure to train your AI replacements well".
The few new hires are being innundated in the culture within 3 weeks. Old timers are letting them know what this group is like and not to stress themselves over the lack of vision. Just go with the flow, stay under the radar, and don't speak up. It's the only way to stay employed.
Many of our best people were let go in the last round, and it's destroyed most of the work in progress. It's like starting over from scratch with children's ideas and placating them with, "It's such a great idea honey! Coloring on the walls is definitely the best way to color!"
No one in the world of tech wants to listen to the clusterfu-k that’s today’s Cisco ELT. I would not put them or G2 in front of my fifth grade daughter to talk about technology, let alone customers. They are fu--ing clueless, all of them. An embarrassment to this once great company.
Cisco do not need CX SVP and 30 VP's. 1.Absolute, zero contribution and accountability. 2. Do not understand technology and capabilities 3. Experts in PPT and leveraging engineering leaders for PowerPoints 4. Jargon kings 5. You can't take them in front of Customers.
Harry Caldwell from cx should stop posting restaurant pictures on linkedin as if he never get a chance to eat steak. Another clustf is Jacqueline Gui from apjc
All you needed to realize with MM, was about 3 GSX's ago, she was the 5th speaker during the opening. 75% of the Audience stood up and elected to ignore her to try to sneak out to an early lunch. Sorry - Execs need to be able to communicate clearly, and have a clue. MM was 0-2.
MM brought in the tactics to run a software company (that she also fu---d up at SFDC) to Cisco, a dyed-in-the-wool hardware company. In the process she completely fu---d up TAC which was once Cisco’s major differentiator and is what made many buy Cisco. The company is run by clowns.
CX was absolutely bloated, shedding over 20 VPs is good. Skills are everyone's differentiator, embrace it.
Liz and her AI cronies will fix CX, train employees to lead, and deliver on projects seamlessly until the time, AI is fully integrated and operational. At that time, most CX will be LRed and sent home packing.