Reading through the comments made here, it’s quite clear that current management have lost the locker room at Teradata, just as the previous regime(s) did.
However, if the customer numbers and claims of voluntary departures are correct, then this time it’s already gotten to the next level where people who make a difference appear to be following customers out of the door.
What happened in Consulting some time ago would appear to be taking place company wide and you only need to look at those declining numbers to forecast the longer term implications for the overall business.
Claiming that Teradata is a reimagined, new company is one thing but making it happen without the right people and a declining customer base is nigh on impossible.
With no underlying growth, there will be further pressure on the cost base and the only serious cost left to cut is people so watch out for the WARN.
Then the challenge will be who to cut because the company appears to be managed by people that have very little understanding of the people that work for them and what they can/can’t do.
So how does the company decide WHO to cut so they can at least try to optimize the outcome and reduce the impact ?
Start with the multitude of inept managers that are rarely let go this time. Evaluate the expensive, redundant overheads first and remove those costs with a scalpel instead of a machete.
Those people and cost decisions will be telling but not as much as the imminent Q3 close and traditional best quarter of the year (Q4) results.
Plenty of pressure now after an unsuccessful attempt to convince investors, customers and employees that there’s a new, reimagined Teradata out there.