A visceral post here by Lance criticising Telecom – the gist of the post is Telecom should learn (again) to walk before it tries to run.
This in response to the news that Telecom will seek a replacement CFO for Marko who has,
“…experience in mergers and acquisition so it can take advantage of consolidation in the telecommunications market …”
I agree entirely with Lance but his post begs a number of questions. Bear in mind that this is not some fresh out of the blocks startup but a well established, well capitalised (well not as well as prior to the Gattung debacle but that’s another story), well resourced enterprise.
- Telecom has more MBA’s LLB’s and BCom’s than most organisations, can they really not decide on a good M&A with the existing crop of talent?
- Given the number of BE’s evident in Telecoms buildings, surely they can engineer solutions which don’t display the problems we’ve seen in the last few days
- Why is it that Telecom seems unable to both do the core business and do the business of being in business? Most businesses of the small size are either good at their core skills but poor at non-core but general business tasks. Most big businesses have the luxury of affording both the engineering and the business brains to fulfil both sides of the equation. Telecom seems to be faltering on both counts
Bottom line – it’s a failure of leadership and this is where the new CEO needs to get in quick and wreak some havoc. Change the culture, change the teams, mix things up and hopefully come out the other end with a business that works. ‘Cos it sure seems dysfunctional right now…