Last week some of the CX braintrust got together to figure out some organizational overlaps. Still can’t believe the very people that enabled the mess were asked to fix it.
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KPMG or Boston Consulting might be developing new model for CX
Big list of dacoits as Engg managers and directors not contributed any value
unless they are fired there is no coat saving for Cisco. Why and what these CX engg directors are going to do in merged IT org.
LC used the cancer card well. As much as I or anyone care about our own folks going thru cancer (and I have one in late stage) she sure knew how to use it. Kudos to her
When LC was running our org, it was clear to all that she wasn’t there to actually run the business, she was there to get experience in our area and move on. The actual results didn’t matter, it was simply ticking a box on her dance card.
If you want to know where CX will be in a year, merely look at the graveyard of BUs (IoT, Observability) that LZ headed.
It boggles the mind that ELT figures appear to be immune to the consequences of the decisions they make. Instead, they’re assigned a BU, lead it into oblivion, and then move on to another BU while the foot soldiers are LR’d while continuing to collect $10 million.
@1syx+1spEUAFL I agree and disagree. the problem is PM is creating too many complex offers that are confusing the sh-t out of our partners and customers. our competitors are bringing simplified solutions while we bring the most complex, confusing, money grabbing offers we have...our ELT is blind that we ourselves are going through macroeconomic change, yet we are trying to nickel and dime each customer because of iACV....have had numerous customers tell us they are going to competitors because of how difficult it is to do business with Cisco...
Yep. Give the theaters the ability to to make any call on staffing, headcount, etc is a HUGE mistake and undermines services. Especially when you have old, incompetent PMs that were promoted based on something other than skills making decisions. I give it 2 years or less before services is gutted and the theaters collapse. Theaters can't sell (the SIA types are $200k yappers with little real skills), they can't manage people effectively - still (that's why they had the services team taken from them originally but they still plan to try it again), pin heads for PMs, and they have a bunch of dei flunkies running things. Now you see why it's not called customer success anymore?