Every few years, the company is on the brink of bankruptcy. This means that something is very wrong here.
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Avaya is another Nokia, who also failed to adapt/innovate and live on past glories and legacy cash cows, struggling to stay relevant without any relevant products!
Nokia' s CEO stated the oil rig on fire analogy '...a man standing on an oil platform in the North Sea and facing a raging fire on multiple fronts – who has no choice but to jump into freezing water to survive. We are standing on a burning platform'. Trouble is, Avaya has yet to accept the fact and they continue to stare at the flames, wondering what to do! Avaya's debt mountain since 2000 spin-off and private equity asset strippers sealed Avaya's fate.
Out of curiosity, who was the Fortune 10 company that looked at acquiring us?
YES to poster @5tuo+1iDzyNQ3
Lipstick on a Pig game has been well exposed? WHY DO THEY KEEP DOING IT?
- YES, build something clients love. DON'T Tell us that clients love your products (SEE ALL OF BATMANS POSTS THIS WEEK)...TONS of 'CLIENTS LOVE US" Slides????????? SERIOUSLY???????????
- WHY is the army of spin doctors the core of the stage this week (note head of cloud person. head of product person. and anyone associated with batman). No lipstick will change your reality. and now the entire market is looking at you and you foolishly keep it going?
Avaya seems to consistently miss the critical element: Build a product that customers love. There are obviously many other factors that feed into it, but if you don't invest in the core product that seamlessly then leads to OUTCOMES for a customer, there's no point. You can't put lipstick on the pig year after year (no offense to pigs) and expect different things to happen. The successful vendors in the space, small and large, have all realized that, and plow a [relatively] high portion of budget into core product and industry. I'm not sure if Avaya is 'salvageable' still at this point and if people even want the parts (I was part of a Fortune 10 that looked at acquiring it and the parts didn't even make sense to make a play for), but if there is any hope, they better knuckle down and focus on what is important.
#ZeroSumAvaya Says it ALL!
https://www.thelayoff.com/t/1fz9kFSk
All Clients and Employees are managed by the ZERO SUM Philosophy. They give the minimum, and just wait to manage the fall out when necessary. There is significant greed by the board and C-Suite who have ignored the core business for too long. Investments are misdirected toward paying industry analysts high monthly retainers to "skew" market perception, but not toward product development or engineering support
The BOD needs to address the real problems at the top, and realize they have significant liability with not following through with client promises, potential risk of honoring business operation laws and practicing the published Code of Conduct Severe Antagonistic Culture infused at every level*
So many layers of ethics and HR violations from when people spoke up. So so so so many. So deep. So widespread. So much.
An overall toxic culture that doesn't allow for anyone to stand up and say when something isn't right. They treat their employees like cr-p
Avaya is a manufacturer at its core. Cloud is way too foreign for Avaya to pivot. The market moved and Avaya didnt. It is the taxicab in a world of Uber. I was laid off in 2017, i gave Avaya 3 years to last back then so they have somehow hung on longer than I predicted
It's been a dead company walking since Private Equity takeover in 2007. The company has and still remains tribal and confused. No amount of marketing spin or naming coventions (Aura, IX, OneCloud) can obscure the a muddled and silo'd collection of point solutions from a legacy of times past. With huge interest repayments for huge debt mountains, there's been limited R&D investment, triggering a string of alliance partnerships (Verint, Msft, RC, Google, Al-Lu) to help bolster its capabilities. Trouble is, customers can approach Msft, RC directly to bypass the somewhat irrelevent Avaya middle-man.
The fact the new CEO, Alan Maserak has so much to do, justfies Avaya's no-confidence decision to remove Jim Chorico (who also held a Chief Restructuring Officer role!). Clearly, Alan has a lot more restructuring to do to reverse decades of neglect and poor manangement....
Huge debt burden, poor SLT, lack of genuine innovation and milking the legacy cash cows. Going the same way as Nortel... Kodak... and other relics who failed to adapt. Worked there during the 1990's AT&T, Lucent Tech and mid 2000 Avaya days. Rejoined again 10 years later. Apart from new products to sell, nothing had changed! Same old rhetoric and delusions, with the added bonus of trying to sell newly acquired Nortel products, including a data portfolio (Take 2)... another example of a cash cow, milked far too long, until Ch11 forced it's sale to Extreme. A long, slow, sad demise of such a once pre-eminent company.