Thread regarding Teradata Corp. layoffs

I didn't take the appeasement route in the survey yet didn't get fired.
Yet.

The confidential Employee Survey that wasn't confidential?

Reading this thread reminded me of one of my responses to the Employee Survey that we were all required to answer. I've included it here:

I understand how Teradata plans to achieve its goals.

I understand how TD wants to achieve its goals. I'm not fully convinced that a) it's the right strategy and b) that TD knows how to execute on it. I laughed out loud this morning at Ehtherington's latest email on how IBM goes through the front door and we deal with IT and how TD has to change. Talk about a 'Duh' moment. If that is the latest in radical thinking from the marketing/sales leaders then we are in deeper trouble than I thought. IF this is what S&M want to do then they need to do it through consultative selling and bringing business solutions to the conversation.

1000. E., CT, JJ and the whole lot of them are such arrogant jerks, which would time to be OK if they produced a modicum of positive impact on the business

Of course virtual employees will be hit in the next round. From what I've heard, probably in Q1/2020 after the FY/2019 results. These things go in cycles and it's going to be the virtual marketing people who will be scrutinized next. And frankly, rightly so. Marketing has way too many people on the payroll considering the performance of the company as a whole.

wouldn't that apply for many virtual employees?

Anyone else able to confirm virtual employees may be on the chopping block in marketing?

Thanks for the link. Same bs from a different mouth.
The last 4 years have seen customers leaving in droves and no new ones coming on. This is not turnaroundable.

Small beer compared to the damage done to brand and other strategic assets unfortunately...

But getting a General in will fix that, imported strong leadership will fix a couple of wrinkles in the strategy...

Strategy ? Hmmm, was ist das ? Something new ? Mein Gott. Das ist wunderbar !!!

How much debt incurred when the entire marketing organization spent a week at a Carlsbad resort in April?

From data wasteland to marketing wasteland in less than a few months....

No doubt there’s going to be another mountain of Martyn Debt to fit right alongside:

Oliver Debt
Susie Debt
Eric Debt
Not having a Permanent CTO Debt
Future Reema Debt

The Himalayas project is working well.

Whilst you can’t always completely blame people for being poor at the job because you don’t know why or what they were hired to do, you can blame the people that hired them - 100%.

Which takes it back to the biggest issue of all....

What type of Vic Debt will the company end up with ?

Maybe it’s just some selfies for the grandkids or some jobs for the godkids - only time will tell.

Time for some better and more pervasive answers perhaps ?

If you have to pull people back into HQ to help heat the building, work shoulder to shoulder, create focus and KPI's, and increase the strain on facilities in order to manage your message, focus, and 'build critical mass' then you are a sh–ty manager. Where an employee physically sits does not determine one's output, level of focus, or loyalty. It is this myopic type of thinking that is aligned to the demise of this company. Also, working in that hostel of an office has caused people to wear headphones to drown out the distracting noise, has caused conference calls taken at peoples' desks to be utterly useless due to background noise broadcast onto the call, and has cause a general inability to focus on one task for more than three minutes without being interrupted by either a stupid walk up conversation or by overhearing a walk up conversation that materialized outside of your work station.

Clear focus on who can deliver? Your direct reports can't deliver but they're still there. Other people who did deliver are gone.

Just getting to this point, however, again requires critical mass. To do this, Etherington has called 23 people living and working remotely to get back into HQ.
“It wasn’t necessarily popular but it was a necessity. We also just brought more roles back from our headquarters in Ohio to San Diego. That’s about building critical mass so we can work shoulder to shoulder,” he says. “Now we have clear focus, KPIs and action plans, then you’ll see who can deliver and who can’t.”

1000. e. was the biggest fake there is - he didn't transform anything, all blustery talk. Technically he was unemployed when the recruiter called him. The ad agency hired for $M came up with the brand, logo, values, etc. Most importantly, that didn't translate into demand - YOY revenue is declining, the pipeline is nil. What is the ROI for the $M marketing is spending - very top heavy with EVP, SVPs, VPs. The main thing he's advocated is outdated and irrelevant practices from Danaher, resulting in BJ's hire/fire as well as chaos/confusion across the org. Isn't marketing supposed to drive how the product is defined, understood, and demand created from the marketplace?

At least the On the Road with Ollie show is over...S.F.

Oh how we miss those Friday Customer Success messages, must have ran out of "successes"?

Oh, it's in transformation alright. From what I hear, the virtual and contractor Marketing folks better not spend all their money on Christmas presents.

He’s not the M.e.ssiah, he’s a very naughty boy...

In other words, the grass isn't any greener here, but the grass was definitely brown where he was.

Praise both the Lord and Allah that he chose to stop cringing long enough and took the job...selfless.

Etherington admits it wasn’t a challenge he immediately warmed to, cringing when a recruiter first suggested joining the 40-year old company.

“My frame of reference of Teradata is as a company 20 years out of date, and a data warehouse appliance company. But three days later, when the recruiter insisted, I spent the weekend going through analyst and financial reports, and I could see this is a company in transformation,” he says.