In a turnaround situation such as this, it is a strategy a CEO/Change Agent uses to set unreasonable goals that the company can't make to drive up the "sence of urgency." Including taking a finacial loss if need be. And creating a sense of urgency is how you drive change, exactly what she was hired her to do.
Leading Change, John Kotter, Konsuke Matsushita Professor of Leadership at Harvard Business School, pg 44:
Ways to Raise the Urgency Level #1-Create a crisis by allowing a financial loss... #3 Set revenue, income, productiivty, customer sat and cycle-time targets so high that they can't be reached by conducting business as usual.
Straight out of Harvard Business School. And I'll give more credence to Carly acting on the knowledge and widsom of HBS, than I do you, annoyomous or not.
I really do encourage you to pull your head out the sand and GET IT. Its your job and responsiblity as a "manager."
And as far as this: "allow them to come to their own conclusions, rather than surmise that they are incited and infuriated at every turn of my keyboard. In what I've witnessed, that sounds more like YOU than THEM."
I'm willing to give them valid, researched, data; instead of mis-constructed supposed analysis that supposed to credible because of your position as a manager.
You better believe I think you are here to incite this board, and I think you are using your position as a manager to do it.
Disgusting! Maybe I should take you up on your offer and call your manager, I'm really becoming appalled at your actions, and particularly your use of the N and K words on this board by an HP manager.
I don't know any HP employees that are impressed by what someone says just because they are a manager. The employees I know are smart enough to evaluate what is said, and are not automatically impressed by what any manager has to say.
Maybe you need to get out more and mix.
As for Mike's earlier use of epithets, you might have noticed they weren't DIRECTED at anyone. Or perhaps that doesn't matter to you, and you would have Professor Kennedy indicted for his latest book, an excerpt of which was read tonight on "60 Minutes". The title is an epithet, but so as not to upset you, I'll only say it starts with "N".
If it helps you, Professor Kennedy is a rather handsome black academic. Let's hope he's not a musician and an "heir" too.
You quoted from a book by Professor Kotter, Harvard Business School, about "leading change". If that's the best advice Harvard has to offer ("create a crisis by allowing a financial loss") as a means to raise the urgency level for change then we as shareholders should embrace financial loss - lest we stand in the way of change.
"Realist", are you going to argue that Carly has created a crisis at HP by allowing financial loss, so as to "lead change" ?? Or are you arguing that the goals she set (like 15% profit) were set artificially high to force change - knowing employees couldn't make the goals no matter how hard they worked ??
If Professor Kotter and his ilk are your icons, then I pity the people who work under you. When you finally pull YOUR head from the sand, you'll understand that blind allegiance is not much comfort at the end of the day.
First, understand that employees evaulate the CONTENT of a statement and are not generally impressed just because a manager said it. Whether "mtothar" is a manager or not doesn't concern me. The situation that prompts him to comment IS what concerns me.
You are very upset that "mtothar" used epithets in one of his posts. In case you didn't notice, those epithets weren't DIRECTED at anyone, but used in a discussion of slander and character assassination.
If you had watched "60 Minutes" tonight you would have heard a long excerpt read from a book written by Professor Kennedy(?), an academic.
The book discusses in some detail the usage and context of a common epithet. The title of the book is that epithet. It starts with the letter "N". You may rest a little easier knowing that Professor Kennedy is a rather handsome black man. Let's hope he's not also a musician and an "heir" to anything.
Your example of Harvard's Professor Kotter, and his ideas for "leading change" are a wonderful example of why Mort Sahl got out of doing satire years ago.
You cite the following as "knowledge & wisdom" delivered to us by Professor Kotter, for "leading change":
#1 - "Create a crisis by allowing a financial loss"
Are you saying that Carly provoked, even encouraged financial loss so she could act as a change agent ?? And do you wonder why shareholders might question this ??
#2) "Set revenue, income, productivity, customer sat and cycle-time targets so high that they can't be reached by conducting business as usual."
Would you have us believe that when Carly set high revenue goals in a faltering economy, she was simply acting as a change agent ?? Do you believe that Carly set goals for employees to achieve, knowing that they could NOT achieve them ?? Manipulation ??
If Professor Kotter and his ilk are your icons, then I pity the people who work under you. When you finally pull YOUR head from the sand, you may one day understand that blind allegiance is cold comfort at the end of the day.