think about it.
- Innovation Vacuum - Product Silos - (ELT problem - start with JD)
- Technical Sales overlay functions (SE,TSA,PSS etc..), each one compensated for selling product in silos, and there is army of people (P-M..) - again sales ELT problem. technical Field Sales should hire based on needs / expertise / productivity - do not need an army of overlay technical sales.
- Overlay non-technical sales (AM/s, Renewals organization, Business development managers associated with renewals etc etc..) - don't need them. Theater product teams (AM/SE) could work with services sales for " new" and " renew" business.
- Point 2 and 3 above is not geared towards laying off more people. It is to address the organizational chaos that has been created from the top down. These are just a few examples and not all-encompassing.
- CX - Theater revenue based hiring should be the only priority and central CX delivery resources in theater do not need to exist - move them to the field based on revenue.
- Whether or not the new CX EVP will be effective remains to be seen, but where she was previously did not product any impact whatsoever.
- The hoards of SVP's, VP's , Sr. Dir, Dir under the previous Cx EVP can be moved out and productive resources can be added across different organizations at the theater / field level. This is again, not to layoff more people, but goes back to ELT that allowed this to happen to grow their own kingdoms.
- Cut out the cr-ppy marketing and BS associated with LCS, and bring back NOS as an all encompassing Day2 service. There are many good technical folks in CX, and they have been uprooted and confused because of this LCS outcomes BS.
- CX-Product management - need only a skeleton group technical - to improve upon TS offers and AS Day2 offer (NOS). as simple as that.
- In country delivery resources - this CX center is a great cost savings exercise, sell for a premium and have it delivered from low cost centers - BS.
- If we sell things right (architectural / solution view) and not position everything and see what sticks (PSS / tech specific overlay teams etc..), and we sell deployment and day2 optimization / operational support to our customers - customers will see more value and trust us.
- If we do the above right, product license, services etc.. will renew, and we do not need product specific renewal teams in sales. CSE and CSS in CX wont be needed, because customer success will become a natural thing if we sell, deploy and support the solutions the right way. Customer success in an account is the responsibility of the AM, SE and the delivery leader - not a separate thing. No we are not a software company JD. If we are - please tell me are you willing to make the software XR/XE/NXos etc..run on any type of hardware including our competition? Think Microsoft Office running on Mac and PC..and then think whether are a software company.
Anyway, there is a lot more one can think through - something that our ELT themselves should consider - the less than handful who are left in the ELT I guess - dunno. Again, I am not saying there should be more layoff's - but the ELT is responsible for building this fake kingdom and a thoughtful re-allocation of the chess pieces is important to get this back on track.
Oh by the way, CR, don't hire the big 5 to do this - they are the ones who got you here.