Current employee here and I just want to unload. There is a problem with the company when exec. leadership teams’ main focus remains only on quick earning instead of long term dividend solutions. There is a lack of vision and communication within this top-heavy hierarchy who will take no accountability for the failings of what I believed to be a once great company. Hitachi needs to undergo some major changes to even begin reclaiming its former position and status.
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There were no emails or announcements. They just showed up. Three of them now show under him in the employee directory.
Hitachi in it’s prosperous years was a simple company with focus on products and service. They valued their people who were able to compete with IBM and EMC customers. We had a complete line of products to compete with IBM. We were a great alternative with superior product line. Competing with EMC was tough but we able to pull through. The one thing that the company maintained was great communication with its employees and customers alike. There was a vision. GK doesn’t have a vision. Has zero connection to the employees and probably would be the last guy you would want to bring in to close a major sales deal. If Steve Jobs we’re alive today he would say that Hitachi Vantara is DOA.
I keep seeing references to GK's new hires. I may have missed the emails, who know, but how do I find out who they are?
Hmm...I met with most of the new guys this week. Smart people, talk a good talk but they are coming in with a view that all of us are id–ts - its obvious though they dont say that part out loud. In the interactions, its positioned as being all about them learning what we do, but the questions that follow are very condescending. We don't know what we are doing and thank god they are here to save us.
Anyone else who has met with them? Views?
Cmon, lets be real. What do you expect a CEO from a services shop to do when he comes in? He will focus on people and people costs, not products. For people costs, its a no brainer to move people offshore like in any services shop. Cutting edge thinking is not critical. They want automatons to do the work that the new leaders hired will think up.
He will use his new hires to figure out a new org and a new go to market model. The comments I saw on this thread and others about him focusing on areas he managed in Cognizant that he is comfortable with make sense. Its no secret that HV is a mess. He will need to do what he thinks is best to turn it around. So sure, if he did something in Cognizant, why not try it here even if it failed there. Second time is the charm, isnt it?
What he will do is simple, he will use his friends and family to copy the past and in the process, run the ship into the ground due to his using his services experience as the guiding light for HV. Then when he realizes it, he will go hire a number of even higher cost people from McKinsey, Accenture and more friends and family to turn the ship around from that disaster.
And with that model, you have the making of why he was fired from Cognizant. This is the exact playbook that he used there.
The leadership is incompetent, selfish and greedy. They only look for their personal interests at the expense of the employees. They are laying off people in the midst of great pandemic crisis while shifting some operation to low cost countries.
They talk about customer centric and customer satisfaction. Their strategy will only create customer dissatisfaction.
Why there is no solidarity among staffs across the team and the department in every country in support of those are being laid off in order to resist company's incompetent decision and bad strategy?
Staffs should over from the threats from the top. They should organize opposition, and work stoppages to denounce the decision. They should put forward the demands including rehiring of the colleagues who have been sacked. They should organize strikes, and work stoppages by coordinating the struggles intelligently instead of accepting the lies of the top to justify the layoffs. You have all powers to bring down the strategy of the top as you are the only one who are creating values to the success of Hitachi not the top. Your coordinated struggle will enjoy the support among other employees across all IT sector as they encounter same problem. If you fight back, you will win.
The top only look for figures, saving money and they don't have any idea how each department work etc. Eachtime their strategy goes into bankruptcy, they take decision to sack people. There is many way to boost the company by making intelligent decision.
If you are not ready to fight today, you will be the next who will face layoffs etc. It is the time to mount struggles. You are the decision makers to the success of the company not the one who sits on the top, earning millions while preparing to the collapse of Hitachi, still being considered as a best of work place due to it's great values. The company has no more upholding these values.
The company is a total mess. The new CEO doesn't even understand products, keeps talking like HV is a body shop like the one he got fired from.
What I understand is how they can expect better results if they continue to overwork current employees while refusing to even do annual comp reviews in spite of promises being made. Why would employees care about HV's performance when we are so poorly treated. I have cut down how much time I spend working, I would happily volunteer to be fired from this mess of a company.
The company did the same several years ago, hired failed corporate exec, that hired brought in their buddies or accomplices from previous company and screwed this company.
Typical: A failed corporate exec gets hired. That hire brings in their accomplices from previous company. We are told to expect great result from a once failed team.
it is a waste of time. he talks about how we should trust him which I assume he bases on whatever he has done "successfully" in his past life. But as someone said that actually got him fired at Cognizant. It is just more corporate speak around that, things will be better, yada yada yada.
the worst part is he manages to look shifty all the way through, and not in a funny way. it almost feels like he knows he is lying as he mouths corporate bs. you could read this as him possibly knowing the details of his restructuring and trying to keep the folks calm so he can fire them in one go. i hope not, but thats how i read it.
Any chance someone would be kind enough to post the video on YT or Vimeo so alumni can view?
I kinda miss the circus. New players, but same sheet every day anyway.
I just want to know where we are with Project Minori. No Updates for a while now.
He did look extremely shifty & nervous when delivering the ‘trust me’ message so was obviously lying. Interesting comment about right sizing so huge layoffs in Q3... I’m hearing 10-20% of the global workforce will be cut! Have to pay all these new Execs from Cognizant somehow!
How many times have we heard "I need you to trust me"? What we need is a leader who builds trust and confidence through communicating a clear vision. In the absence of that, confusion and speculation run rampant. Trust is earned.
very interesting.. watch GK video and he said he knows what he is doing and trust him..
Hey, so you are saying what they did in Cognizant did not work. I saw the article, its clear G was fired, but doesnt say for what. Was it because his restructuring didnt work or because he did not make numbers or both assuming these things are related?
Fired. The new CEO came in and fired GK and one more (dont recall name) as his first action for being ineffective - go to seekingalpha and search for the June 2019 or Sept 2019 earnings transcript. Or you could do a search on GK's name and search for "Cognizant’s CEO makes two changes in leadership" on Google. You should see an article from the Times of India.
These guys were not in the bribery thing. Those guys were fired over 2 years ago.
fired from old job or left the job ? WSJ reported in Feb2019 Two former executives in Cognizant were charged with foreign bribery.
The entire org needs to be restructured. I heard that the 3 Cognizant guys did that for GK in the old job. And GK got fired from his old job. Yup, I see the logic in that.
The continued insulation between Senior Executives and their teams' results is unacceptable, while the overall lack of leadership from Brad and Bobby is the most significant contributor to Vantara's demise. What was once a great technology company has devolved into the hideout for failed GE/IBM management.
They can start by having regular compensation reviews. Raises are policy exceptions and those exceptions are rare.
Fix that and they will be on the shoulder of the road to reclaiming their status (whatever it's thought to be)