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.