So S VB post on LinkedIn that he's been here 2 years etc etc. I have a genuine question not trolling. I'd like to know what really has been accomplished in 2 years in the IT/ tech space? From the outside looking in I don't see the anything's been accomplished we still have the same old cr–––y tech and unreliable server internet connection. I understand things can't be accomplished overnight but I really haven't seen anything material changed in 2 years similar to HR only thing I saw HR did that was decent was that new HR page but services and efficiency have decreased.
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Nothing, but until they cut 3rd level down managers nothing will change here.
Saul ain’t no change agent....
He’s done nothing more than Scott Dillion and before him Kevin Rhein. Stagnant tech operation that spends 8 billion a year and employs like 40k people including india
The VDI is in pilot right now and supposed to roll out next year at some point.
He made Starbucks cool again.
@ueh+1avzBvRd Yes, that’s a possible theory. There are not too many companies that can acquire WF since the true market cap is between 250b and 300b. And regulators would not allow another big bank like(JPM or BAC) to acquire us. There are about a handful of companies that can try and have the market cap to to do so. The question is do they really want to and even if they did will Regulators allow for a Trillion dollar Tech Company to acquire WF. I guess only time will tell. Elon, Mark, Jeff, Bill, Larry/Sergei and Tim, interested?
Absolutely nothing
New leaders are brought on to shake things up, make an impact and move on. Unfortunately they lack perspective, don't know what we have tried that worked, and don't care what we tried that hasn't worked. (SDI is a particularly glaring example of this. All fresh blood––heavy on overpaid expert–level new hires.) VDI and BOYD are not game–changers. Agile is good, at least in theory. Yes things take a long time to get to market, so perhaps we can make some progress there. Co–location just doesn't make any sense at all. If you can't manage work–flow with a remote team, that's a different issue entirely.
I don’t know S VB, personally, so I’m not sticking up for him. The one point I wanted to throw out there, though, is how productive can ANY leader of any LOB be if WFC doesn’t want to put any real money into improvements and moving forward. All ideas/risk improvements/automations are immediately shot down in our area. The word coming from the top is cost–cutting is the top priority bar none.
I have a theory that this could be why Senior Execs are leaving. They come here, and find out we are STILL in the dark ages and Charlie or the Board is only interested in slashing costs, and they get frustrated and leave.
As a sidebar, I used to work for a mid–sized brokerage firm. We noticed top leaders and next layer down were leaving with little or no explanation. Within the year, we were sold. You talk to those people, years later, and they were getting the word/whispers of the plan from the upper ranks. I know we are much too large to be acquired, but it does make you wonder if there is a plan which can not be shared. Only time will tell, but pay attention.
He did turn on the fingerprint sensor in the corporate iPhones. That's about all I got it I'm not in tech. They're finally starting to fix the bandwidth issues after years of mo--nic decisions.
They can’t even keep a testing environment running smoothly. You think they can implement agile and even more laughable, automation? Really?
Of course that’s what happens when you go to a distributed offshore model. Anyone could see it coming.
The useless AGILE transformation coupled with additional processes/steps to accomplish even the most simple changes. Why not try to ease this and coordinate for smoother installs? O yeah, and that awful password change sh!t. What a great idea SVB.
this is a great question. Been waiting to get more solid info ever since phones were taken away and they started talking about BYOD. At this point, I would much rather have my own equipment, at least then I would have some control over it and wouldn't be stuck with slow/under–powered cr–p.
the 7s's were retired, now called the 7t's
He has also accomplished using his "relocation strategy" as a form of attrition to push people out. I think his boss might be happy about that.
They’ve been talking about BYOD first and VDI for a while now. Anyone know when the plan is to start calling in the laptops? Do they wait till the 60,000 layoffs complete first?
Besides re–orgs and making everyone feel on edge, tech support/connection has gotten even worse. That's what has been accomplished thus far... I might be missing a few other things.
I always say there are 7 S’s.
6’S!
The short and simple answer is he has not accomplished anything.
@uog you don't want a new laptop, trust me. The ones they issue now are much slower/less capable/cheaper than the ones they were issuing a few years ago. I was forced to replace my laptop and it was a major disappointment to say the least.
i think the issue is no one here want to chnge anything, current workers;
He need to fix the people and process first or replace those first then do the tech
They are going to BYOD and VDI so you won’t get a new laptop.
Dude, my laptop was due for replacement 1.5 years ago. They can't even replace old laptops effectively. No employee IT support whatsoever. I call Tech Support who says they are behind on replacements. I call BS!