Rob James - Why was he kicked-out?

Quote














anonymous said:
That and the idea of him being let go unexpectedly is nonsense.


BTW, Rob spoke at the Columbia University CIO forum.
Click to expand...

But not unexpected to him. What did Rob do or could not do that made big boss select outsider over insider? Higher levels must think IT shop can deliver faster, better quality and lower cost services to partners and patients. Answer cannot be found in-house let alone same industry, but young talent from automobile industry. What are implications for NBS IT? What does auto IT exec think about optimisation in eye_life_care business? Does same definition apply as it did before? Reduce system components and associated costs, increase productivity? Good engineer would increase automation. That means more change to how current human and technological resources enable system processes. McKinsey claims that 1/5th to 1/3rd of time spent on IT service operations activities could be automated. Pay cuts, increased leave without pay, HC reductions are all on table. In 51 days, talent has been individually and collectively reviewed and critiqued. 1:1s carry high risk for termination or reassignment. Application and infrastructure service operations could accelerate integration instead of maintaining silos, perhaps to under 2 roofs instead of current 8. What else? I do not have all answers.
 








Top Bottom
Back
Quote