The IT department is USELESS. They take no responsibility for stabilizing or moving apps forward. They have no backbone to stamd up for what the app needs in terms of resources. They are there for their obnoxious paychecks. Mid level managers have been earning mid 6 figures for a decade. They will do whatever they are told to keep that check. Backstabbers, weak, gutless punks...thats your IT Department. Lucky you.
14 replies (most recent on top)
You are right. SS kept the titanic going for as long as he could. But then, titanic has to sink. SS was smart to get out and we all should as well. It’s just the matter of time before it crashes and burns.
You can't re-direct the titanic on the skeleton crew that SS left us with. Kudos to leadership for listening to RM (and others) preach, finally.
MLS brought RM with from her last job. MLS also arrived with Accenture to develop a 5year IT plan she then hired SS to execute. Dissenting IT leaders were deemed incompetent (DT SG TD BS TM) and led or planned out the door. MLS through SS bullied those who remained into cooperation or showed them the door as jobs were outsourced and technology investments were hastily made. All of the above led to zero effective progress (see core ctweb order tracker etc). SS was a scared little emporer and that fact made it easy for RM to organize the CDO role, convince dottering RG then take all FHEGs broken toys.
One more. MLS and RG loved SS. I don’t think anyone likes RM.
Big difference - last CIO was a cutter laying off many, this CDO is a spender adding resources.
good analysis of follett's software needs. That's a lot of weight to carry. This company grew up and grew large when the business wasn't so software intensive. Perhaps this is a reasong the company has failed? follett is a 20th century company years away from home.
As bad as the last cio was, I’ll take him over this cdo any day
Packaged software is fine for a typical retailer. Follett is far from that. Most retailers dont do adoptions, buyback, and location specific logo gear. Most retailers don't manage financial aid, or keep safe funds for buyback. And thats just a few of the specialized areas impacting decisions on software. Follett did buy some packaged software to manage areas where they were closer to the norm, like Lawson, Hyperion, Red Prairie, SODA, Retail Ideas, EDI, web order management, and many more. All of those required some level of modification and lots of custom integration to share data. "Packaged" software isn't plug and play except in the most simplified environment. The software choices were good. The management failed. It only takes one or two highly aggressive VPs to poison the pool. One particular past VP caused more trouble chasing a C level role (that he never got) than all the mistakes of all the others combined.
Why does follett develop its own software? Its difficult to support (requires legacy workers. follett doesn't like legacy workers). Home grown apps are not properly tested. Change control is difficult.
Purchasing 3rd party software, paying for deployment services, making as few modifications as possible, delivering on-time and on-budget to stakeholders makes much more sense.
What does a CDO do, besides create a team with 100+employees? What does that even stand for?
CDO? How many C-level bodies are there in IT??? CIO,CTO,CDO....any more? C level is at the top. They know they get rolled every 3 years, maybe 5 if they have tight contracts. Mid level (6 figure) managers that are supposed to get it done, like bishops, rooks, and knights, are the ones that are accepting what they are told- The ones that let their own teams get broken down and off shored or outsourced. These are the MBA-Holes selling out rather than standing up for the pawns. And hiring back the ones you laid off,ha! Careers ruined by abusive managers still lie in ruins while outsource engagement reps laugh all the way to the bank. Tell yourself whatever you need to so you can feel fine about that.
Every project under the last CIO has followed a similar pattern:
Promise great innovation with many features
Provide approximately half as many resources as are needed to meet that promise by the expected release date
Cut features at the last minute
Release on the expected date regardless of application quality
Act surprised when untested features don’t work as expected under production conditions.
The main problem is that IT is of a different mindset from the end user. The company is always under a rush and never puts enough time/effort into the documention of what the end user expects. On top of that there is no checks by the end user during the development of the app/program. IT always falls behind and starts slashing important features that the end user needs to do his/her job. Once IT is done with development they have delivered something that they think is what you wanted but is not what you had in mind. Perhaps more detail in the design/documentation and a feedback loop as specifed milestones along the coding process to the end user to course correct the app/program so IT and the end user get a successful end product and in the end dont result in 1000 jira/cherwell/slack/trello tickets that never have resources to work on.
That is kind of harsh. I work for the CDO and he is a great partner. We have already added back staff that was previously laid off.