The fact that there is no simple way to answer the question "What does Customer X own?" tells you much about this pile of dung that Hok is buying. Good luck to him in sorting it all out, lol.
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All the cr-p posted here shows how toxic parts of the work environment are.
I like the way you think. I have probably attended, at most, about 5% of the All Hands meetings and other high-visibility rah-rah sessions over the last ten years or so; even the ones down to my BU or regional org level. You will miss out on virtually nothing by spending the time elsewhere, and anything that is worth knowing will eventually find its way to you.
And just to clarify the terminology, I stopped using the term "leader" to describe anyone in charge at VMW. We have nothing but managers, from the Chief Manager Suite on down.
What does Customer X own?
When I’ve pressed on this issue with various “leaders” they immediately acknowledged it and then said it was beyond their ability to change. They need more people, blah blah blah.
Then in the next sentence they say how they are building this new feature or product with team X, how great it will be, and how they have headcount for this “game changer” of a science project, I mean product.
I gave up on the company operating in a sane way and just hide away as an IC, make my $, and ignore anyone who is on the mgmt side. Yes, even my manager. I haven’t even heard Raghu’s voice - ever. Eventually I’ll find a new job, as I keep my skills sharp. If I stay, I’d really like to see some of that rumored Hock management style in place. The company needs someone like him to make it a properly run company. It didn’t need to be that extreme, but when you let a company rot so much, it becomes inevitable.
In my 9 years here in many, many Ops meetings the focus has always been getting the BUs what they want now - help everyone sell the shiny new stuff. How efficiently that gets done on the back end, how the data is processed, never a big concern with PG or Magoo.
Talk to your friends at AWS - efficiency and metrics were built into their processes from the start (and I mean in 2005).
Imagine PG running a company that requires operational excellence, into the ground. Watch out below!
Pat Gelsinger is having a similar impact now at Intel. Managing mediocrity at scale
It’s truly astonishing and the worst is it doesn’t even end with meaningless IBs.
I haven’t come across one topic where sh---y data quality and moreover seemingly a lack of knowledge how they should be maintained wasn’t an issue.
Please just focus on the main things and all will be well. Magoo - Psalm 23:4
"Makes you wonder how much of that is actually new business."
The $3 Billion+ in unspent VMW funny money (HPP/SPP funds) tells you that they have done a fine job of stuffing the channel and the customer base.
“Makes you wonder how much of that is actually new business.”
Not much. Just repackaging renewals year on year with new product that stays on shelf. Not scalable and will fall like pack of cards.
BC will simplify and focus on the core SDDC only.
that the company has somehow managed to reach $13 Billion+ in revenue without collapsing under its own weight of dysfunction and mismanagement.
Makes you wonder how much of that is actually new business.
gainsight is terrible. unusable
The internal systems really are laughably bad, and at the same time it is astounding that the company has somehow managed to reach $13 Billion+ in revenue without collapsing under its own weight of dysfunction and mismanagement.
I agree that this sad state of affairs is the result of a complete lack of leadership from PG, Magoo, and a CIO who might as well have not even existed. There is a long and growing list of applications that were abortions from the start and botched even further. VMstar (a terrible Salesforce implementation if there ever was one), GS Lightning, Druva, the deletion of Socialcast, Zimbra, whatever the name of the backend system is that tracks licensing info, and now Gainsight. There are probably more that I don't even know about, but you get the idea.
What do you expect when there's no actual COO or CIO, and the CFO never cared about how much $ was wasted on not integrating systems or managing M&As properly. Guess who had the COO title for a few years? (yeah, our friend Magoo)
FYI, I've only been at VMW a year and a half and I've never seen anything this
bad during my career in the tech industry. It's shocking to me how we lack
meaningful insight.
Blame Pat, because this is really all his & the Board of Directors fault,
It would probably be a good idea to short Intel based on Pat's leadership history at vmware.
I agree. Been here the same length of time. Pretty shocking
VMW internal IT systems are pitiful for a tech company. Nothing is integrated and the dashboards don't provide a complete view of customer's use of products in the installed base.
FYI, I've only been at VMW a year and a half and I've never seen anything this bad during my career in the tech industry. It's shocking to me how we lack meaningful insight.
So, account managers just need to use SalesForce better?