The problem is associated with a usual oracle phenomena which seems to come in 2-3 year waves. Test a new model and fail, test a new industry approach and fail - and most fail because empire builders are appointed who build way beyond the justifiable capacity of the business.
JT was trying to build an empire that got far too heavy without adding the necessary value or having the right level of business impact. He hired a very large team of “supporting” and ops staff who added absolutely no value - and were extremely costly. Many of the SCDs hired added little value and were not empowered to solve problems across the customers contact points with Oracle and rarely did JT support them to do so or Recognize the challenges faced.
I heard a large part of that organization are celebrating because they no longer have to report into a belittling, insulting micro manager who fundamentally does not understand sales strategy.
This is a good move for oracle creating more harmony in the field and improving their ability to solve customer problems. My prediction is this won’t substantially impact oracles business or customer satisfaction. In contrast oracle proves its ability to be nimble, Recognize needed change ahead of the curve and cuts fat where it needs to be cut.