A couple of months in to the job and loving the travel and recruitment ban...even if you can attract and recruit some customer facing staff you can’t actually get a manger to meet them and interview in person.
And what should I do with all those new managers when they can’t meet the existing staff...RIF them all ?
As for DCT and CPC...hanging in the balance.
Another specialist in failure...should be right at home having worked on another train crash of a product line at SAS.
Still, it ticks the diversity box and doesn’t show anyone else up, which is way more important than getting something useful and productive done.
As the other poster points out, appearances seem
to be far more important than achievement these days....perhaps that’s why there’s also a significant gap in finances. Can’t add up, budget or forecast either - not even with the help of an Excel wizard.
The question for every executive should be, did mommy and daddy reward you appropriately for accomplishments. If mommy and daddy rewarded you for appearance that is very different than accomplishment. You may not know how to accomplish anything.
Hi, I just started as the new head of product management. I know I have exactly 1 year of experience in product management, but of course I am qualified. Glad to take over the role from the dumpster fire of CPO who didn't make it a year. That's ok she is running development now. So between me and her we will totally be able to release Vantage 1.1