Thread regarding National Instruments Corp. layoffs

An appeal to ni board to discharge its fiduciary duty

The current state of ni mirrors a "circus on a treadmill" - a stationary journey causing the entire organization to be busy interlocking within rather than serving external business opportunities. At the same time, the competition zooms past gaining market share and customer mind share.
NI now suffers from a lack of executive accountability, excessive concentration of power by executive made worst with the lack of relevant experience or competency, and organizational fear.
Executive accountability: Executives need to be held accountable for the outcome due to their strategy and decision. Four years into this transformation, revenue continued to be flat and trending down even before Covid. Incompetent executives and managers use countless dashboard slicing and dicing through the different lens of regions, account tiers, and business units to further burden the overloaded front line sales and their managers with inward-looking, market-disconnected questions. The executive tends to rush through strategy without an adequately planned mitigation, causing the company to lose revenue and disrupt business. The company's opportunity cost is $20M of top-line revenue between 2018 and 2019 in the EMEIA and APAC region. This time the executive crank up the treadmill's speed by placing a "bet the company" bet putting $400M revenue at risk again without a thoroughly vetted mitigation plan. It is not enough to know the risk!

Trust data, not dogma!

Excessive concentration of power by executive without the relevant experience or competency: This concentration is seriously impairing the business units' effectiveness and its ability to accelerate its go-to-market strategies. While lacking the competency, the head of sales is being wielded with too much power, as evident in the business title, leading to a North Korean style dictatorship. Instead of allocating resources to achieving long-term goals such as engaging customers in emerging technologies fields such as 5G, Semiconductor, and Vehicular transformation, the sales chief decided to focus on sales operations and sales processes. We need this chief to start managing commercial and technology executives' relationships, identifying and opening up a new frontier for the company. It has been four years into the transformation. The enterprise or strategic tier of accounts has not made any meaningful breakthrough while its leader continues to make the company his retirement home. The indirect channel team does not have the necessary industry channel management experience at both the leadership and top managers level, and this team has a big hat to fill.
Lead by examples - sales don't have a place for armchair general.

Organizational fear: The organizational fear was grounded in a culture of temperamental leaders and frightened middle managers; Top managers intimidated middle managers by accusing them of not being ambitious enough to meet their goals. It has caused the organization's lower rungs to turn inward to protect resources, themselves, and their function, giving little away, fearing harm to their careers.

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| 2784 views | | 9 replies (last November 14, 2020)
Post ID: @OP+17Qxs0Vv

9 replies (most recent on top)

Next gen labview is a case study for why you never rewrite large code bases from scratch. Everything about it is a disaster. Imagine what labview could be today if it had even 1/10 of the next gen effort from the last 10 years.

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Post ID: @5lej+17Qxs0Vv

Eric is clueless and was never up to the job. They doubled down on big semi test and gave up on their core long-tail business. Is LV next gen ever going to work right?

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Post ID: @4uif+17Qxs0Vv

The board really need to grill the sales chief to get concrete answer to how much revenue is he expecting to decline as a result from the shift to the channels, what is he doing to contain this expected drop, why is he confident and what makes him confident despite the change made two years ago cost the company close to 20 million dollar in revenue drop, how is he going to be accountable for this ? Show his grand master plan and have independent external parties scrutinize all assumptions made. We cannot allowed this single individual who was fired from his previous company ruined this company.

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Post ID: @3pwl+17Qxs0Vv

The same can be said of the indirect channel management team. Having no prior industry experience in the domain and yet given the role in the US, Europe and Asia is disturbing to observe and diaster waiting to happen ... wonder who will take responsibility ? Any layoff blaming the employee population ?

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Post ID: @2jal+17Qxs0Vv

Look who’s driven the massive change with no results - Jason with Sales (put an acronym on sales strategy of the moment), Carla with Marketing (fail ambitiously), and Bain Consulting for Business/Product Strategy (hey, let’s call it “Offering mgmt”). None of them have any experience, knowledge, or understanding of test, measurement, automation. And who signed off on these very expensive hires - Starkloff and Davern.

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Post ID: @2wzu+17Qxs0Vv

The business title of the Sales chief is a joke on its own. Jason is performing the role of Sales Operation VP and clueless about sales or its customers. He brings in JBK sales training and relies much on its academically inclined theory to hide behind this shortcoming. The actual reason behind his departure from Maxim warrants an in-depth inquisition.

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Post ID: @1qfw+17Qxs0Vv

I completely agree with this post. The VP level and director level management are clueless. Specifically Kevin Schultz (VP R&D) is completely lost. In 2 years, I have never seen him make a decision. He just punts and buys time while our competitors (Keysight, Rhode) executes flawlessly. 5G and VRTS was suppose to accelerate growth but last I heard they have not sold and thus shutting down the Silicon Valley office in Santa Clara and moving production to Malaysia. Marc Marini is also one that is clueless but then again not surprised since he is Kevins right hand man! SVP of sales, Jason Green, shouldn't he be fired? He has headed sales since 2015 and sales have stayed flat or declined. You can use Salesforce all you want but unless you have great products (which we dont anymore) and a real plan, sales will tank (like they are now). Sales can use all the trendy words they want such as "customer portfolio management" blah blah blah...but at the end of the day sales are flat. So they probably need 5 more years to transform and increase sales. Things all went downhill after Dr T retired. Executives jocking for position and now it is a complete mess!

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Post ID: @1eto+17Qxs0Vv

But at least they have an overly large employee comm group to spread the dogma/disinformation! Blow smoke ambitiously!

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Post ID: @1dzx+17Qxs0Vv

I wholeheartedly agree! Layoffs every year for three years running. This is an annual tradition now. Revenues flat and mostly declining. Competition taking market share growing even in times of covid. So covid is no excuse.
Employees need to vote using their stocks. Vote these scumbags executives out of their positions.

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Post ID: @bzq+17Qxs0Vv

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