In a meeting, they asked some questions! While they can be business oriented, how can a CPO & VP of product not know the core product's capabilities / limitations but state that their goal is to make it a market leader?
A database company's CPO doesn't know about their own product and now I understand why unrealistic asks are coming in from them.
@14d I took the compliance training on code of conduct - that had a this exact thing on inappropriate behaviour covered and asked employees to speak up - I chuckled, ticked yes and moved on. Sad to see this kind of behaviour being normalized in Teradata. The CEO & CPO must go
There was a time when everyone new what MPP and AMP's were. Now it's all about the shiny new AI thingy. Just don't ask me how it works under the covers
@14d HR is only there to facilitate Layoffs.
@a5 I agree on the intimidation tactic. He and his product reportees tend to that to their teams. It was like how people would talk to each other at the Tea shop in Hyderabad campus, and then I realized, its an Indian thing of giving feedback, they literally shout at their team for something not delivered / changed dates etc. Seen this happen in public, larger meetings, I wonder whats going on in 1:1s and smaller forums. HR doesn't seem to give a sh-t about their sh---y behaviour either.
CPO is a business leader, does not need to know product. Ok, how is the business doing? CPO is a product leader, does not need to know EBITDA. Wait, CRO is in charge of revenue right? Yes, but the product does not work. All right then, CTO and COO to bridge the gap? bwaahaaahaaa. Very funny. The buck stops at CEO. Nope, buck has been trying to stop at SM chamber for a while. No luck so far.
Please worry starting now. Let them enjoy their short tenure. Severance or VSP will not cover your mortgage much.
Do not worry. These people stay a short visit, collect a high salary and stock, then move along to turn another company upside down. It is a strategy. In the process, you lose a lot of valuable employees and SMEs.
New ones enter the company and start forcing their hand at things from last company. It is not one size fits all. Best to learn the products, the customers, and the challenges.
But he sure can demand things from employees to demotivate them with his demands. What a leader.
He's also ki-led the culture in the product organization. He only knows how to lead via intimidation, and of course changing strategy and asks every 5 minutes does nothing to help that. The longer he's in charge, the quicker TD is going to slide backwards.