Our reporting lines changed but we were told the current projects and work will continue the same way for next year or so, irrespective of who we report to. It looks like the new operating model is only name sake and under the hood everything’s same. Work stream leads have no answers for any questions thrown at them or lacking clarity and providing template answers. They’re either misleading BG and board or they themselves have no clue what they’re doing. Expect the uncertainty to be continued for several more months.
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@11y+1jvtk8mq5 not a surprise. They are not holding these positions thanks to merit. We know how promotions work in this company.
Why would they worry about delivering results? They know they will not be in the position when it fails. It is Adidas leadership way of doing things: when your ideas fail, change the department or role without taking any accountability and sc--w things up in your new role. Surround yourself with minions who will always praise you, place them in good positions restructuring without any need and get rid of dissenters pushing them out.
So true - how many millions have been spent “improving” an ecom site and app it’s unbelievable. Non sense initiatives that barely land and non verifiable business value with a new VP who happily overrules anyone saying this has no value. Stopping pb process will mean even more non sense work in the future.
They have no clue what they are doing. Many VPs and M1s are thoroughly unqualified for their jobs. ES for example plays DEI and politics to overcome her complete lack of product knowledge. Many global areas are so far away from business outcomes that it doesn’t even matter what they do. They either get lucky with a good team that delivers or not.
shoot some examples / drop some initals
I think ur right nehoo
Exactly when VPs knew what they were doing? All VPs I worked for lacked vision and direction. They endlessly restructure their teams to place their favourites in certain positions at the expense of team performance. Passes the blame downwards instead of owning their incompetency. It is always teams fault.
...Which is kind of the standard way of leading. You drop some big sentences and expect the lower levels "live the message" and make the changes across the structure. These extended SLT will improvise the actions following those words.
Aren't CEOs the creators of prompt engineering?