If you could implement any change at TD, what specific strategies or initiatives would you introduce to significantly enhance our business performance and better align with our company goals?
18 replies (most recent on top)
Stop rebranding Antares & go back to Enterprise. It was superseded by Lake too soon to realize customers like it better because they can lift & shift, then migrate over time.
Get rid of goals and quarterly connects. Let us just do our jobs.
Nuke the DEI baloney. Focus on merit. Get rid of little Napoleon McMillan. Move the headquarters back to Dayton
There are so many smart people within the company, yet you people never challenge the board or the ELT.
Fire them all. They all laugh all the to bank when they cash their checks and stock.
Get rid of any dei initiative. It's so 2023
who the f**k cares about this topic now.
this is the most honest and genuine conversation about TDC in years? i hope someone with real power and influence reads it.
Get rid of the talking heads that exist only in service of process, and elevate the people who are interested in actually producing things of value.
Too many people in 'governing' roles.
Stop leading by consensus on non-sensical matters. Ditch the checklists. Not enough people actually producing code so don't cut resources there. Some are more expensive, some are less...look at their value-add not their salary. You have many who talk a good talk, but stifle workers. See through their "talk" and look deeper. Are their teams empowered or dictated to? Figure out the productive groups and model their likeness. Don't layoff based on salary, location, age. Figure out your key drivers and your productive people.
Is this HR asking?
Change the name
Replace all VPs and SVPs within the Engineering and PM organizations, as they have fostered a toxic environment for years. These individuals advanced their careers through opportunism, with promotions driven by loyalty and connections rather than merit or genuine achievements. A thorough review of their promotion histories reveals consistent failures and an inability to effectively lead both the product and the organization, which have been overlooked.
Replace them with genuine leaders who possess both the capability to lead people and a deep understanding of our product, ensuring they can drive meaningful change.
Get rid of the current ELT yesterday.
Everything else will work itself out
We are already in a deep, slippery hole full of soap, so let's grab a rosary and pray with a heart full of hope.
- Delist from the Stock Exchange
- Open the company’s capital and board to Microsoft, Google, Apple, etc.
- Rejuvenate the workforce.
- Clean the product and customer portfolios: discontinue non-differentiated functionalities and low-value customers.
- Return to a niche product focus: generate ideas for specialized, high value-added, hard-to-engineer, and easy-to-implement functionalities for sophisticated AI driven Data & Analytics ecosystems.
- Elevate the quality of core product processes: design, development, delivery, and support.
- Target and focus on three or four deep-pocket, highly innovative industry verticals (e.g., high tech, finance).
- Right-size and rebrand the company.
Sell after massive layoffs
it's never too late. Here is my 10-point plan.
- Invest in your customer, bend your back 90-degrees to make sure the customer loves you 2. Travel to your customer, it makes all the difference. Not ELT travel, but let the people who can maximize the value of Teradata for the customer 3. Get rid of people managers, it's not necessary and vastly ineffective 4. Everyone should report time to meaningful buckets, not just consulting 5. Go private, protect the IP, manage the financials, without making it public 6. Grow the America's, it's where the deep pockets are, relying on GDC to do anything but delivery is foolish 7. Get rid of marketing, it is ineffective in this space. Linked-in posts, and attending cloud conferences should suffice 8. Fix the broken product by hiring someone who actually knows what they are doing, walk the talk 9. Fire, SM and CB, like tonight 10. Appreciate and respect your employees, not treat them like a liability. ELT is the liability.
Hahahaha. Too late for Teradata. It’s like asking Kodak what they would change. A one product company that misses the industry change is toast. Ask your self if you were a CIO or CTO would you choose Teradata? No and no new customers are. That’s why SM never gives any new customer win data on earnings calls. Sell to a PE who will milk support revenue and move on.