How many customer meetings do our AMs/ PSSs have each week? Sedge? BSAs? What about CX roles we have added? What about all the hyperspecialists? (Please tell me why we need that my AppD specialists considering the revenue or the army of Meraki PSS/ TSAs (especially when it's the easy product to sell/ adopt).
Time to clean this sh-t up. Yet, it's almost impossible to have consistent metrics when we don't insist on commons systems and tools. Nearly a decade after acquisition, Meraki still has their own SFDC instance, goaling system (this is why Meraki is not adopting iACV), and separate leadership chains.
This is one of the big problems in Cisco..no real data so we have no real plan. It's all who puts together the best powerpoint and/ or plays the best politics.
And, then, when layoffs come around, people wonder why it's so random as to which teams are impacted or it's just peanut butter spread to everyone with no strategic plan : @1iyl+1eXgEVGR
Absolutely true! It is impossible to have a real plan without the real data.