As someone mentioned in a previous post, the high level management in that DVC organization is making up numbers to make themselves look good.
I've heard that they are also suppressing complaints about managers/workers in Idia and never forwarding formal complaints to HR to make it look like people in Idia are doing great work and to justify moving jobs there. The DVC organization has so many levels of directors/middle managers in the US and I*dia that literally do nothing and those directors/managers provide NO VALUE to Qualcomm. Their "high level" projects have yielded nothing to benefit the company to date.
I've heard alot of complaints that they take the credit for the work that all of the lower level IT people do and keep passing it up the chain as their own work.
It is extremely difficult to know who to contact/escalate in that group unless
you know the low level IT people doing the actual work. If there are layoffs coming, HR needs to talk to the actual people doing the real work. Qualcomm will run leaner and more efficiently when DVC management and their directors/middle managers are removed!
12 replies (most recent on top)
@4aqt+1o4f6ZYu,
Multiple VPs/Sr. directors/Directors/Sr. Mgr./Mgr. roles are needed to support a C level role. You would like to have a better control and execution pace in the org.
Of course DVC model is not superior to the model before it was there. DVC is a very expensive change. Office of CIO supported that change, now you should ask about the post change analysis report. I think it should go back to the model before the change.
No doubt that because of this model there is low productivity and high gimmick in the org., Ownership feeling on the system, data and at overall business process is low among staff and below employee. Individuals in higher roles are compelled to support and praise for their career advancement.
"Guys, DVC == Digital value creation, not dektop video conferencing. Spend few minutes on Qualnet page also :)
It is inititative from IT to digitize all the business processes and operations of Q. Add higher value to Q's business and reduce operating/ maintenance costs.
With the solid vision and flatten the reporting hierarchy the management splitted the team into two parts : Horizontal and Vertical..
Horizontal implies to technical team and vertical implies to functional team. Technical team is expected to support vertical team and provide solution. Vertical team is expected to take the solution to husiness developed by the horizontal team.
Both the teams are expected to collaborate, partner and deliver high value tasks to Q. With all good the model is not being appreciated by few. May be someone elsr can write pros and cons with this model...
This is what DVC is at high level."
Sounds like the person who posted this is one of the high level people in that DVC org.
Why does there need to be VP in IT when there's already a CIO. Getting rid of that VP will certainly allow additional IT people to stay
Can't think of any pros.
If there any pros, it just seems to benefit the extra levels of middle management that were created when DVC started
Here are the cons:
- Added bureaucracy
- Lower level support people not getting the recognition for work
- Middle managers/directors that do nothing are taking credit for the work. So the "vertical" team is stealing the credit for all the work from the "horizontal" team doing the work.
- Hiring new people to work on these high level DVC projects when there's a layoff coming? Who does that?
- Directors/middle managers hiding the fact that the Q*PL teams are not doing a good job and complaints are being hidden from HR. Is this directive coming straight from the top?
Qualcomm still has a ton of Directors and above that have been promoted to their level of incompetence. The problem is they do not care about cutting muscle or fat in layoffs. A list is generated, and favorites are kept no matter their value. This has been going on for years and finally has caught up with the company. It is a long-term problem that will not be righted without a change in management and culture.
Guys, DVC == Digital value creation, not dektop video conferencing. Spend few minutes on Qualnet page also :)
It is inititative from IT to digitize all the business processes and operations of Q. Add higher value to Q's business and reduce operating/ maintenance costs.
With the solid vision and flatten the reporting hierarchy the management splitted the team into two parts : Horizontal and Vertical..
Horizontal implies to technical team and vertical implies to functional team. Technical team is expected to support vertical team and provide solution. Vertical team is expected to take the solution to husiness developed by the horizontal team.
Both the teams are expected to collaborate, partner and deliver high value tasks to Q. With all good the model is not being appreciated by few. May be someone elsr can write pros and cons with this model...
This is what DVC is at high level.
DVC == "Desktop Video Conferencing"? in the context of I.T. ?
But, OP, your post's title is applicable to WAY BEYOND I.T. There are many depts that fit that bill. Hope that helps :)
@hni+1o4f6ZYu, you are saying correctly- however some politeness would have been better here.
I hope after the three years of DVC operations CIO, SVP and other business leads would have sufficient stats to review and find inefficiency in DVC now. Get 3 years of stats from each IT divisions and compare those all.
Many excellent and long term employee did leave because of that change. Globally 6K-8K employee hours was just spent in 2020 over meetings to justify the change in conducting multiple morning and evening meetings. Not needed intl. travels were made to justify the change and promise higher business value.
The low motivation was definitely there in the org. after the change. And so to motivate employee and justify the change, many promotions were given later. It appears that promotions were given to them who applauded the change without keeping the Q objective in mind. Not sure how much great value was added by all those folks who got promoted in that org. As the org. execution pace itself was too slow becaue of the change. I am still waiting for my promo in dvc ..but i'm more uncertain now :-(
I can say that the org would have done better without that change, an individual would have contributed better without that change. The DVC org. design is like seperating processor from the motherboard and keeping it somewhere on the system in computer design.
If Q is carrying multiple rounds of layoff that means DVC has not done anything better to offer improved insights about the business, have not increased business value or help reducing companies operating expense. The rich contemts on PPT slides just amaze us but it never drives us crazy to contribute. I feel like working in a bluffy fluffy system. No idea what value CIO and CFO are consuming.
"Q is overweighted."
a fat bureaucracy of noncontributing overpaid people
"If HR doesn't listen, then the US Equal Employment Opportunity Commission (EEOC) needs to get involved."
i am afraid the US government is not on the side of its middle class folks anymore
the US is getting gutted/pillaged by the folks on the top (aka Wall Street)
What's is DVC?
I would be interested to read facts about DVC that over years what value have been created by the org., by moving away from the typical established IT organization in Q.
HR is also corrupt. They are overtired and too many layers of Management that adds no value.
Q is overweighted.
"I've heard that they are also suppressing complaints about managers/workers in Idia and never forwarding formal complaints to HR to make it look like people in Idia are doing great work and to justify moving jobs there"
If this is true, Qualcomm HR needs to launch an internal investigation asap. If HR doesn't listen, then the US Equal Employment Opportunity Commission (EEOC) needs to get involved.