GE should get rid of ALL non performing CAS. These buggers only audited to "make" contacts and leveraged it in getting promoted. Now since GE is going through the hardship, these CAS are stripped naked. I know so many of them abandoning the ship like rats. It is time that these CAS are re=evaluated and either demoted or fired, period. NO CAS EXPATS and EB/SEB.
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What killed O&G was the incompetencies of these Expats in Finance They were only busy to please their masters so that they are not kicked back to their st He. I just checked a few of them on LinkedIn and NONE of them are with GE. These CASholes were leaches who bred on blood of hardworking Americans, and I mean it. Every Tom D--k and Harry CAShole was a CFO (when all they were doing was an analyst role). Let's see how long can they survice OUTSIDE GE.
Shift the paradigm. I've been saying that for years.
Just the other day my wife said, "Would you PLEASE stop saying "Shift the paradigm"?!!"
So?
Back to basics: hire, promote and develop staff based on competencies and experience, and no longer on dubious reasons (for ex: XLP selected to satisfy diversity gender quota rather than pure competency).
As regards finance community: will need some clean up through whole organization starting from the top and some paradigm shift.
GE can’t afford any longer those clubs inside the club mentality (Italian mafia style CAS subcommunity).
CASholes, that's what. Smart a--.
So, so what?
So?
Life of CAShole in GE
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FMP: 2 years, 4 rotations, work like a donkey. Trained to be a-- kisser, deceitful, unethical
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CAS: 3 years, again work like an a--. As long as you can breathe, you are slogged by showing a carrot. You get moved to the next level based on the level of a-- kissing. Make contacts for the next role.
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EB: Hire other CASholes and make them slog like you did. Find a fellow CASholes to get married as you know there is no life for either one of you.
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Use the lie tactics, saving your a-- tactics, fancy powerpoint, buzzwords to hop from meetings to meetings with absolutely no idea of the business.
The arrogance of these people has left GE in the state it is in. These people are nothing but "glorified" financial analyst or junior analyst
Another example of massive integration failure is Lufkin. GE completely destroyed this company and all the CASholes running this integration were either kicked back to their home country (Expats) or moved to other roles. If I were running that business, I would have fired all these CASholes. GE O&G is run like a big Italian Mafia (mainly CASholes). I have seen some exceptional CAS people but they do not mix well with other CASholes. I will never hire these CASholes and believe me when I say that their days are numbered.
CAS and former CAS promoted in the businesses is a true plague for finance community. Most (under)average, though a few really outstanding as well (the exception unfortunately).
The GE Alstom alliance, as it used to be called once, turned as some mastercase of failed integration.
Here in Switzerland GE finance community nowadays only consists of GE « legacy » staff (how to speak about legacy communities if at any time you intended to fully integrate people and create one community is another mystery...), mainly people coming through the GE excellence curriculum path: FMP, CAS.
What stroke me most apart average skills is the overwhelming superiority feeling, and beyond that no justification or proof of that superiority (recent facts would even prove the opposite).
Sad to see this great company in such bad situation, but the answer can only come from inside and is indeed cultural. Sure no insider CEO would have been hable to tackle this dogmastic issue.
Worst is there are "couples" who were in CAS program and pulled strings for each other, complete conflict of interest. I have heard a story that one of the spouse of a CAS member was in Asia and she would ask her CAS husband to fly to Asia on "business" to get breakfast. I can count numerous "couples" who are CAS and all their conversation is "i worked with is SEB in xyz plant" or I knew this VP from my audit days. NO TANGIBLE results. VERY LOW QUALITY leaders, especially from overseas.
My experience as CAS graduate: completely agree with your post. After graduation I got a senior job position where I knew I had no idea WTF was going on. My management was asking from me only ppt presentations and I felt I was going backward. So I decided to leave and I left GE. Got a middle management position where for the first time in.my life I felt that my management knew lots of sh-- and how to handle it so I'm happy cause I know I'm adding some value now and also learning the details that ge don't give you enough time to learn. Peace
But they dress so nice!
This all sounds like the equivalent an engineer who has the degree but has no idea how to use a wrench......pointless.
but, muh DIVERSITEE!
CAS is indeed a cancer. Not only that but these various fast-track management training programs, DTLP, OMLP, XLP need to be shutdown. No company in the rest of the world has created this factory of executive wannabes who feel entitled to senior manager positions. In rest of the world u rise to manager or senior manager mostly on merit and then in addition some positions are filled in by these types of programs.
Agreed. I don't think executives realize it's a huge problem. They don't have the required experience either so they can't see it. They just keep hiring smiling faces with degrees but nothing between their ears in terms of experience. They should require some time on th... well never mind its hopeless. This issue has been raised 1000 times and the executives just don't value experience. They view experienced valued assets as worker bees.
Makes complete sense. My team is full of opportunists with no deep expertise.