Stock at a 52 week high, that's all that matters, right?
Have a nice night, posted at 1:11 am BTW.
What is it with you, all you do is BASH Aon, obviously you have huge life problems and need to move on and get over whatever it is you have against Greg. Really, you are boring ...............as I have been told on this board by other posters. Sarcasm over.
Eh anybody remember what Steve Wozniak said about cloud storage? And POS machines at Target are generally XP based systems that are ignored by their provider firm and thus enormously vulnerable to hacking. Nothing to do with IBM and I doubt IBM can do a damn thing about security anyway, just as SAIC cannot, CSC cannot, etc.
You have no idea who I am, same goes to you. If I was really a basher, I would wish Aon remain on the XP platform so that hackers can get into the networks and steal all that confidential data. I am not disgruntled. I am an ex. I am critical of issues. Aon needs to advance to Windows 7 asap.
Read that on the glassdoor site. I am having a nifty time upgrading my clients from Windows XP to Windows 7 Professional and I wonder will CSC do that for all of Aon. XP is set to vanish in terms of support in about 2 months or so and, gee, all that confidential data will be exposed to hackers. So, anybody know if CSC or god knows who is migrating anything to anything else new??? Doubt it. Any of those old 21" displays still around in the NYC offices???
Yield of my dreams has taken the side that Indiana is at fault. Pardon me, dear, but it is IBM's paid task and job to COMPLETE the assignment and if they felt that assignment was un-workable, then they do not sign on the bottom line. Simple. But it is THEIR job to do, not Indiana's to do. This is called responsibility for project, do you know what responsibility is???
The old management acronym still works at IBM. They screw up the Indiana system as in attached, and this affects real PEOPLE one must remember, and still the court awards IBM only $50 million dollars anyway. Hey, Ginny - that's a way to make your renvenue numbers.
EGAD is this board to go to hell the way so many others have??? I have some arguments here but generally the subject stays on IBM. In come the political posters and that repetitive idiot with pennystocks postings that are happening all over the Yahoo boards. These are now joke boards. Look at HP and the GE board.
Oh I see that you are apparently one of the 9-11 conspiracy theory people? Like the Mossad advised all the jews to leave the buildings early. Hmmm, I am jewish and nobody phoned me on the 101st floor of the South Tower that morning. See my name - Aon - that is the firm I worked for back then. Let me know of any other whacko stuff you believe in. I have heard many. Nano-thermite and other BS. That shows me you are a total fool.
Just cost-cutting BS. Posters on the AIG board are making the same claims the shills make here whenever Aon fires DEADWOOD by their estimation. Simplistic argument. Problems for AIG went far deeper than firing staff in 2008.
You mean to say that this single fix will do everything??? Wow, why didn't management do this ages ago, when shareholder value could have maximized a few years back. They waited sooooo long to see this solution. BTW - it is just cost cutting. The excuse for deadwood is lame, ever really READ any good book - there are several - on the old 2008 meltdown??? TO BIG TO FAIL? THE SELLOUT? I think the problems described therein were larger than just firing deadwood. Simplistic argument.
Gee, RA actions have happened in India, to the STG group and it is described as a SLAUGHTER!!!! Well, well. Will you now accuse IBM MANAGEMENT OF BEING RACIST TOO??? Singling out poor Indian workers... For shame.
Yield of my dreams, blocked BTW - I used to be an IBMer with a BP ages ago, so yes I have an interest, not a festish, in the firm. When IBM was good, it was very good indeed, and when it was bad - it was disasterous. This is not something new, I remember MAPICS/DB installs when the quota per salesman got in the way of doing the right thing for the customer. (Specifically, selling an older version to a customer prior to end of quarter when the new, improved version came out just after the start of the next quarter. Customer felt he was justified to a better deal. IBM said no. Angry Customer was the result). I do not hate everything IBM does, but would like to see more American workers be employed, and yes the salary in India is low low low. Saves money. But several clients have departed IBM of late with a loss of revenue that could be prevented by providing proper service and support, and I doubt India does that very well indeed. Not to say Americans are always perfect, but I have more faith in our IT skills than in other countries. Do hope this is a fair answer.
ALL the board cares about, all that IBM management cares about, all that Ginny one-step wants, is SHAREHOLDER VALUE. NOTHING else matters. NOTHING. This firm will sell anything, fire anyone, gut itself alive to maximize shareholder value and then, one day, there will be nothing left and there will be no shareholder value at all.
Since I have been called some racist names around here, without cause because whenever facts fail, call somebody a name, I copy below the 7 deadly diseases of American Management. IBM hits every one, as does not every other firm in America. Not the reliance on shareholder value...
The 7 Deadly Diseases
Lack of constancy of purpose. A company that is without constancy of purpose has no long-range plans for staying in business. Management is insecure, and so are employees.
Emphasis on short-term profits. Looking to “maximize shareholder value” undermines quality and productivity.
Evaluation by performance, merit rating, or annual review of performance. The effects of these are devastating—teamwork is destroyed, rivalry is nurtured. Performance ratings build fear, and leave people bitter, despondent, and beaten. They also encourage mobility of management.
Mobility of management. Job-hopping managers never understand the companies that they work for and are never there long enough to follow through on long-term changes that are necessary for quality and productivity.
Running a company on visible figures alone. The most important figures are unknown and unknowable—the multiplier effect of a happy customer for example.
Excessive medical costs. (only applies in the US)
Excessive cost of warranty, fueled by lawyers that work on contingency fee.