There are so many strategy teams doing the same thing and then doing the work of other groups too. Then we have the external strategy groups doing the same thing. What’s the point?
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Reality is hold a skip level meeting with frontline... you will get honest feedback. Over 36+ years in Vz and one constant the last 15 years is Directors never ever change incorrect strategies... and hide behind emails.
Free advice... use Claude to create dashboards and powerpoints and eliminate Sr Directors and 50% of Directors and stock will climb
From my neck of the woods it seems we have never once implemented something our strategy team has proposed. So in practical application they are just a team that spends all of their time researching things we will never implement. It must be soul crushing work. Imagine spending half of your waking hours making slides about ideas no one cares about.
Just because a title including strategy is added does not always mean the person now magically has that experience and skills this is a big piece in the growing puzzle of how not to build a dynamic top performing team resulting in our never ending dependency on firms like McKinsey - inserts eyeroll
@ay let’s also hire Mckinsey for millions to help validate
Great question! Let me put in a request to Tony for a new team to look into this so we can get efficiencies. This request will need a new sr director and team of 4 sr managers to map out process flows, swim lanes, roadmaps and more to address the root cause as we build a world class art of the possible future together. Oh and we need another reorg to keep us focused and on task. Preferably every single quarter. Let’s go team!
They can be consolidated or cost cut