It is already starting. None seem to care Mark is fired. But many do not like the vagueness around which products OT is selling. Who wants to make a commitment to tech that some other company may own or that OT will stuff into a dust closet until they can find a buyer.
Board and the interim CEO have done zero to address.
What customer would make a large investment with us? Only chance is if we sell software and services at no margin hoping that things turn around soon. Any CIO going to their CFO asking for a million dollars to invest in Titanium X or Aviators will need to have their head examined. Let’s go back to investing in our tried and true core product. OpenText will never be a big tech company to sooner we understand that quicker will make it through the 12 steps of recovery.
@1t8 more resources would be great.
But it's not realistic. Or else most of the layoffs/offshoring wouldn't be happening. I'd rather not have the place that pays me burn until I'm out, but, they're already playing with fire.
One disgruntled employee with enough receipts can end OT. And ik a few people with that kind of information. It may have to burn for any of them to actually change from it.
@1sz "OT needs to be burned to the ground and the earth salted."
I think we just need more resources poured into our projects. Cutting them down to the skeleton, especially profitable ones, never saw a real increase in profit or productivity. Instead we slowly spiral out of control with accumulating tech debt, people burning out, being stressed out constantly with ridiculous deadlines and lay offs, and people leaving straight up. It can be fixed.
But at the same time it's almost as if there isn't a single business expert running this company. They're all chasing quick solutions and doing the same mistakes on repeat like they're insane. They treat the company like a get rich quick ponzi scheme.
Line must go up endlessly I guess, god forbid we have a negative quarter or two to get ourselves out the hole Mark put us in. That would upset the upper lazy slobs for not making an extra 100 dollars.
@an That's what happens when you keep building fixes and then release new versions that don't have the fixes. The technical debt OT has built up in all its products is insane. Then, when you close the offices that house the developers of said products, with literal decades of knowledge of those products, and farm the work out to India you're just never gonna win. Ever.
OT needs to be burned to the ground and the earth salted.
Combining acquisition as innovation with laying off institutional knowledge and building an overwhelming amount of technical debt for nearly every product they sell has resulted in a collection of products held together by empty promises and little else.
@an , it's amazing how mgmt thinks layoffs has no impacts on the product lifecycle.
Customers rarely concern themselves with who owns a piece of software—they care about what it does. Stability, reliability, and whether it meets their needs are far more important than corporate ownership.
In my experience, much of OpenText’s software—particularly eDocs, Documentum, and ITOM, Mind Server, Email filing—has been plagued by glitches and inconsistent performance. New versions often fail to resolve longstanding issues.
These observations aren’t just personal; they’re echoed in conversations I’ve had with support teams, software engineers, and sales professionals from multinational firms. The consensus is clear: these platforms are unreliable, crash frequently, and fall short of enterprise expectations.
I view the question is how many CIOs want an ultra-low cost AI solution that may pan out to be a success vs a tried and tested solution from a big tech company. OpenText’s fake it till you make it approach has worked in the past, but I don’t see it working anymore. Get back to the core business vs a mismatched buffet of products linked together using futuristic names like Titanium and Aviators. And sell of all the products sold by partners. OpenText is at its best when selling enterprise content management solutions directly to customers. Our next marketing campaign should acknowledge we went down some wrong paths, but tomorrow is a new day and we are going back to selling our core product that customers want and will parter with many big tech companies to add AI capabilities. As for SMAX, ServiceNow will sm--k that to the curb in a head to head competition.
I support sales and the team is talking it the global 200 in the coming weeks.
I haven’t seen any customers panic yet