Conference rdvax::grateful

    I just heard that the layoffs have started.  Anyone have any more
    information on this?

We had a meeting in my group today to find out three people were affected.  
They have been notified will be given a few days to gather their things, say 
goodbye, etc.  :^(

As far as overall numbers of people being let go, none were available because 
it is being done on a business by business basis, i.e. there is no "overall" 
number anyone is shooting for with this.  That is basically the gist of what we 
were told.

It certainly is sad and hits home when people you know on a daily basis are 
affected this way.

Scott

	Here's what I just learned about the layoffs, in more detail:

	- 1st round of layoffs will be for people who were asked to
	  go into transition in the past, who decided to stay with
	  DEC rather than leave, and who haven't found a job yet.
	  (Sort of what Mystery was saying).

	- 2nd round of layoffs is for those whose jobs are deemed
	  "unnecessary"	

	- 3rd round is based on performance ratings



	Ken	

    
    so - does each 'round' take a month to get through or how does that go?
    
    I for one have had it with all this intrigue.  Just DO it!
    
    carol

RE:           <<< Note 92.3 by FURTHR::HANNAN "Beyond description..." >>>


This isn't exactly right, the people in our group who were layed off yesterday 
were not part of any previous transition.  The three "rounds" Ken speaks of is 
I believe the way, i.e. order, they targeted people.  Basically the entire 
plan for Product and Industry Marketing was implemented yesterday.  P/IMG was 
the first to act, and other parts of the company will be implenting their 
plans in the next few weeks.

FYI, P/IMG and the Semi-conductor organizations were the only two groups in the 
company to meet or exceed their downsizing goals over the last few quarters.  
There were 27 out of 1800 people layed off in P/IMG yesterday.  Other 
organizations may be harder hit.  Basically you should look to your managers 
for detail as to what is going on in your organization.  In a word, this all 
sucks.

Scott

Re:        <<< Note 92.5 by MR4DEC::WENTZELL "Lately it occurs to me..." >>>

>FYI, P/IMG and the Semi-conductor organizations were the only two
>groups in the company to meet or exceed their downsizing goals over the
>last few quarters.

Hm...  Local personnel folk indicated that Grant Saviers' organization, 
Personal Computer System and Peripherals (which includes the disk group, 
tapes and optical drives, LENAC/EMD&S (my group), VIPS, and the PC 
integration unit) had shed 8.8% of its staff against a goal of 8%.

My local group of about 300 will lose about 3 folks in this latest round 
of "rightsizing".

Bob

 DIGITAL - WIN HINDLE PREDICTS POSITIVE FUTURE FOR DIGITAL [PART I]
	{Livewire, 7-Feb-91}
   In a recent interview with European Public Relations/Marketing, Win Hindle,
 senior vice president and chairman of the board of Digital Europe, discussed 
 some of the factors which have led to the downturn in the industry. At the
 same time, he sees an opportunity for Digital to grow within this difficult 
 period and to gain an even greater market share. 
   Win explained that the contributing factors to the current slump include a 
 loss of confidence on the part of U.S. businessmen following the 1987 stock 
 market crash, which made them very cautious about long-term investments. He 
 also said that several factors within Digital weakened our position, including
 our failure to communicate to customers our commitment to standards and open 
 systems, as well as our perceived change in emphasis on indirect channels of 
 distribution.  
   However, he said that Digital is now turning problems into challenges and 
 meeting them through aggressive new marketing campaigns including NAS, which 
 is Digital's multi-vendor capability that is unique in the industry, and the 
 VAX 9000, which is Digital's first mainframe computer.
   "The next area of the market where we have very aggressive plans is the 
 workstation market. For the past several years, we have been building our 
 capability in workstations, and now we have an extremely good set of products 
 for both VMS and UNIX. Those two sets of products give us another opportunity
 for market share penetration that we haven't had before. The UNIX workstation
 market is particularly exciting because we have caught up in software for UNIX
 workstations. Now we have a very complete set of our own software products and
 industry-accepted software products that run on our UNIX workstations. A
 highlight of our workstation business is the new DECstation 5000, which is the
 highest performance graphics workstation in the market today. Of course, even
 the best products do not sell unless they are well marketed. So we have put a
 marketing campaign in place around our workstation products to provide us with
 that added opportunity for increasing our market share.
   "Another very positive program is our new emphasis on account management. We
 look on account managers today as the leaders of Digital's business with our 
 customers; and the account plans, if you add them all up, become the total 
 'Digital' plan. We are giving more control and authority to the account
 managers so that they can represent Digital, not just in one geographic area, 
 but with our international accounts right across the world. The account plan 
 is an international account plan which defines our goals and implementation 
 plans for how we manage our relationships with each account. This process 
 is just beginning, and we will reap benefits from it in the future.
   "Another important development is the organization of Integration Business 
 Units. We are now organizing our internal marketing by how our customers 
 use our computers. We believe that, by organizing ourselves along the same 
 lines as our customers organize their companies, we will be able to translate 
 customer needs into product requirements much more quickly. Over the next 
 several years, we think the Business Unit approach will bring us much more 
 market share."

Did you see that we are going to Bi-weekly pay??




From:	NAME: DONNA WELLS                   
	FUNC: Corporate Employee Relations    
	TEL: 251-1419                         <WELLS.DONNA AT A1 AT ICS AT PKO>
Date:	08-Feb-1991
Posted-date: 08-Feb-1991
Precedence: 1
Subject: BI-WEEKLY PAYROLL COMMUNICATION
To:	See Below

Author:	RON GLOVER                    
Date:	07-Feb-1991
Posted-date: 08-Feb-1991
Precedence: 1


        **************************************************************** 
                          THIS MEMO IS FROM DICK FARRAHAR
        ****************************************************************
    
                        Conversion to Biweekly Payroll 
                                       
    
    
    In the mid to late Q4, the company will implement a payroll change that 
    will shift U.S. exempt employees (wage class 4) to a biweekly pay cycle 
    (i.e., every other week). Non-exempt employees will continue to be paid 
    weekly, since state pay frequency statutes generally distinguish 
    between non-exempt and exempt employees. 
    
    This decision will affect some 45 thousand employees and managers.  
    When the biweekly cycle takes effect, exempt employees' pay will be 
    deferred one week. The following week they will be paid for two weeks. 
    This decision has the full support of the Executive Committee, and it 
    needs to be communicated clearly, and consistently to employees. 
    
    Employees can't be expected to respond positively to every tough 
    decision the company must make in the face of intense competitive and 
    business pressures. However, they generally will support decisions 
    which are communicated clearly and which they believe are necessary and 
    in the company's best long-term interests. 
    
    The Personnel organization probably will be called on to answer 
    questions from managers as well as employees. Therefore, it is 
    important for member of the Personnel organization to understand the 
    decision and be able to explain it to their business partners or the 
    employees they support in the proper business context.
    
    Attached is a list of twenty-four questions and answers which is being 
    provided to Personnel before the formal announcement to employees on 
    LIVE WIRE, which is scheduled for Tuesday, February 12, 1991.

    Q1:	 Will the Exempt Biweekly Payroll apply to me? I know my wage 
         class, but I don't know if I'm an "exempt" employee or not.  

    A:	 The Exempt Biweekly Payroll will apply to Wage class 4 
         employees only. Wage class 4 employees are "exempt" 
         employees.  Wage class 2 and 3 employees are "non-exempt" and 
         will not be affected by this change.

    Q2:	 Why are non-exempt employees being excluded from the change?

    A:	 State laws control the frequency by which employers may pay 
         their employees. State laws vary but are usually more 
         restrictive regarding the payment of non-exempt wages. For 
         this reason, Digital has decided to continue to pay all 
         non-exempt employees on a weekly basis, even though some 
         states permit non-exempt employees to be paid on a less 
         frequent basis.

    Q3:	 When will the Company implement the Exempt Biweekly Payroll?

    A:	 The Company will introduce the Exempt Biweekly Payroll during 
         mid to late Q4. An exact implementation date will be 
         communicated in mid Q3.

    Q4:	 When the exempt biweekly pay cycle is implemented will I lose 
         a week's pay?

    A:	 No, but your pay will be delayed one week when the program is 
         implemented. In today's environment you are paid one week in 
         arrears.  In the future, you will be paid two weeks in 
         arrears, as the following chart explains:

        Week             Weekly Pay Cycle      Biweekly Pay Cycle
    	 		 (Non-exempt)          (Exempt)
        _______________   ___________________  ______________________

        1                                    	(Last weekly paycheck, 
         					 for prior week)
        2                 Payment for Week 1            -
        3                 Payment for Week 2    Payment for Week 1 & 2
        4                 Payment for Week 3            -
        5                 Payment for Week 4    Payment for Week 3 & 4
        Etc.

       
    Q5:	 As an employee what do I need to do to prepare for the 
         implementation of the exempt biweekly pay cycle?

    A:	 Digital is providing advance notification so that employees 
         may have an opportunity to budget for the time when the 
         company begins the biweekly pay cycle and, wage class 4 
         employees have their pay delayed by one week.

    Q6:	 How will the Company save money by implementing the exempt 
         biweekly pay cycle?

    A:	 By deferring one week's exempt wages every other week the 
         Company will be able to realize a financial savings on which 
         it will be able to earn interest. In addition, some savings 
         will be realized in the form of reduced operational labor and 
         materials.

    Q7:	 How much will the Company save as a result of this change?

    A:	 Based on current weekly gross exempt wages paid, Digital will 
         earn about two million dollars per annum in the form of 
         interest earnings.


    Q8:	 How do other large companies pay their employees?

    A:	 The standard pay frequency practice for other large U.S. 
         companies is to pay their non-exempt employees weekly and 
         exempt employees on a less frequent basis, usually biweekly, 
         semimonthly, or monthly. Digital has chosen to pay its exempt 
         employees biweekly because it represents the most balanced 
         business, legal, and employee relations-sensitive solution.

    Q9:	 Why doesn't the Company give employees an advance to offset 
         the week in which all exempt employees will skip a payroll, 
         or pay them one week in arrears and one week in advance?

    A:	 While considered, either action would eliminate the financial 
         benefit derived from the plan which is being implemented. 

    Q10: Is the Company changing its work week or designated pay day 
         when the exempt biweekly payroll is introduced?

    A:	 No, the Company will continue to maintain its standard work 
         week which begins on Sunday and ends on Saturday.  Pay day 
         will continue to be Thursday. Exempt employees, however, will 
         only receive payments every other Thursday.  Each pay period 
         for exempt employees will normally include two work weeks.

    Q11: Will I still receive an equivalent 52 weeks of pay each 
         calendar year when I am paid on a biweekly basis?

    A:	 Not always. The number of payments per calendar year will 
         vary between 25, 26 and 27 for wage class 4 employees once 
         the biweekly payroll is implemented based upon changes in the 
         calendar and the date of payment. Total earnings per year 
         will be based, as they are today, on the issue date of the 
         last payment of the calendar year. 

    Q12: Will the change to an "exempt" biweekly pay cycle result in 
         more taxes being withheld?

    A:	 No, an IRS biweekly tax table will be used in place of the 
         current weekly tax table. It will simply take your gross pay, 
         annualize it to determine your tax liability, and divide that 
         amount by the number of pay periods expected in the year to 
         determine your biweekly taxes. 


    Q13: When will changes in my tax status take effect? 

    A:	 Your most current tax status information will continue to be 
         used, as it is today, to calculate proper withholding. 
         Changes in state taxing jurisdiction, marital status and 
         number of exemptions in effect at the time payment is issued 
         will be applied to the entire two week pay period. If you 
         have an additional amount withheld for taxes (tax constant), 
         then the most current amount will be multiplied by 2 for the 
         two week pay period.

    Q14: Will all payments issued by Payroll to exempt employees be 
         issued on a biweekly basis?  Are there other kinds of 
         payments that will be made on a more frequent than biweekly 
         basis?

    A:	 While all standard wage payments will be made on a biweekly 
         basis, some types of supplementary payments will continue to 
         be processed in the week they are authorized:

       - Benefit payments (example: adoption payments)
       - Fleet car payments 
       - Prizes and award payments
       - Relocation payments
       - Other miscellaneous supplementary payments

         Also, termination payments will be issued in the next weekly 
         pay cycle following authorization, or sooner if required by 
         law.  Pay corrections and adjustments will also continue to 
         be issued as required.

    Q15: When will salary increases be effective?

    A:	 Increases for exempt employees will be synchronized with the 
         Payroll biweekly schedule. 

    Q16: What happens if there are changes in my employment status 
         (the number of standard hours worked per week) or I change 
         shifts, or go on Short Term Disability, Workers' 
         Compensation, or Leave of Absence during a biweekly pay 
         period? 

    A:	 The changes will continue to be reported to Personnel and 
         updated to the Employee Master File as they are today. Pay 
         will be calculated to reflect these changes in your status. 
         Payment will be issued to you as part of your next biweekly 
         pay statement. 


    Q17: If I change my name, address, pay site, or cost center, when 
         will these changes take effect? 

    A:	 These changes should continue to be submitted to Personnel as 
         identified. Payroll will use the data in effect at the time 
         payment is calculated. Example: In the case of a cost center 
         change, Payroll will charge payment for the entire period to 
         the employee's cost center of record when the payment is 
         calculated. 
    
    Q18: How will my deductions for the various voluntary programs in 
         which I participate be calculated? 

    A:	 Payroll will continue to receive deduction information weekly 
         from the following businesses, and Payroll will combine these 
         amounts and deduct the sum total of each from your biweekly 
         pay:

       - Dependent Care Reimbursement Account deductions
       - Digital Employees' Federal Credit Union (DCU) savings
         deductions
       - Health Care Reimbursement Account deductions
       - Investor Services Save loan deductions
       - Medical,dental and life insurance deductions, and opt out 
         payments
       - Metpay home and auto insurance deductions
       - U.S. saving bond deductions
       - United Way contribution deductions
    
    	 In the case of ESPP (stock) and SAVE, Payroll will utilize 
         the most recently authorized percentage to determine 
         deductions.
       
    Q19: Will the exempt biweekly pay cycle affect enrollment dates 
         for the above voluntary deduction programs?

    A:	 In the future, some programs may have to be synchronized with 
         the payroll biweekly schedule. Enrollment and effective dates 
         will be communicated by the responsible organization as new 
         enrollment periods approach.
       
    Q20: Will the current pay statement form change?  

    A:	 No, the same form will continue to be used for all employees 
         regardless of whether they are paid weekly or biweekly.


    Q21: How will I report vacation and stand-by hours taken, on a 
         weekly or biweekly basis?

    A:	 Vacation and stand-by hours should continue to be submitted 
         on a weekly basis as they are today. A single timecard cannot 
         be used to report more than a single week's vacation. 
         Example: An employee who takes a two week vacation would 
         submit two timecards of forty hours each. A timecard 
         reporting more than forty hours cannot be processed.

    Q22: I will get fewer timecard forms (about 26 versus 52) per 
         year.  What if I need more timecards?

    A:	 Exempt employees should save preprinted timecards as received 
         for future use. If employees deplete their supply, they may 
         obtain blank stock from Personnel. Note: Exempt timecards, 
         distributed with the pay statement, will no longer be 
         preprinted with week ending dates to facilitate future use. 

    Q23: Will there be any change to the vacation accrual process?

    A:	 No, vacation accrual is based on length of service with the 
         Company and employment status. It will continue to be 
         calculated on a weekly basis. 

    Q24: Will I be able to receive advance vacation pay when I am paid 
         on a biweekly basis?

    A:	 Yes, advance vacation will continue to be paid on a weekly 
         basis as authorized vacation time cards are received and as 
         hours are available. 

re: .10

I think this is a great idea.

	- Dave

    
    Me too.. I think it'll save a LOT of money.
    
    

	I, personally, am not so keen on the idea.  I do understand
	it is common in this industry to pay exempt employees on a 
	less than weekly basis.  Howver, I feel that the US$2,000,000
	in interest the company is planning to earn on the extra week's
	pay that is being held is a US$2,000,000 *wage cut* for its
	exempt employees.

	I acknowledge that this is more an emotional than rational
	opinion.

	To me, this is just another round of making the profit sheet 
	look better by cutting expenses and asking the employees to
	sacrifice - and avoiding the real problems of figuring out how
	to sell more of our product and how to improve employee morale
	and productivity so that we can design and manufacture more for
	less.

	With every one of these pennypinching decisions, Digital becomes
	less and less a special place to work.  Looking in to my crystal
	ball, once the economy recovers (may be a couple of years), and
	jobs once again become available, I predict Digital will see a
	major "brain drain".

	The pay and benefits here are deliberately average for the large
	companies in the industry.  Once those now brown pastures turn
	green, there will be no reserve of employee good will and
	loyalty to hold folks here.

	This is all in my opinion, of course.

	Bob_wage_grunt

Yeah, I don't like the fact that they're technically "cutting" out
a week's pay by making us wait 2 weeks instead of one.  

GRUMBLE!!  GRUNT!!  GRRRR!!

growl!!,
t!ng

    I thought it was a good idea to save mony before I read Bob WHite's
    reply
    
    Now I'm so pissed, I'm putting my resume together!
    
    							/
    PS :-)'s galore
    

If you read .10 carefully, you'll see that Digital is making money by earning 
interest on YOUR already-earned wages.  They have chosen the biweekly payroll 
(which was suggested by employees through the Delta program) as a vehicle to 
disguise this effective pay cut.

If you think .10 is a good idea, you have been hoodwinked (IMO) by highly paid,
professionally clad personnel/employee relations types who make a living at 
packaging wastes and making them look and smell like roses.  

I can imagine how this came about.  Imagine a table in CFO encircled with 
executives and a Delta administrator(DA), and in particular, one upwardly 
mobile, agressive, obsequius executive (UMAOE):

DA: "Next idea - `go to biweekly paychecks.'  Any discussion?"

Exec1 - "good idea - saves paperwork, data processing"

Exec2 - "Reduces paper waste!  Good idea."

(more discussion follows)

UMAOE - "Let's use this opportunity to hold back pay another week.  Then we 
could sit on the cash and bank the interest!"

UMAOE's boss - "Good idea!  And we'll sell it as biweekly paychecks!  

Afterword:
On the UMAOE's next review, "saved the company $2,000,000 per year in payroll 
costs" appears under `Accomplishments.'  He is given a 1 performance rating, a 
promotion, and 1000 shares of restricted stock options.

End of Story

This is one rose I ain't buying.  I've already started protesting this 
vigorously.

Bill

    I got some mail today that indicates the announcement of bi-weekly
    paychecks was premature and inappropriate.  So...is it real, or is it
    just a rumor?  The mail I got said it was only a PROPOSED change, not a
    definite decision, and the May 9th date was ,bogus'.
    
    tim
    

I would think that a change of such major proportions would have been
better communicated than through the rumor mill or Digital notesfile
(though the "rumors" seem to have "official" names attached to them).
Of course I suppose this could be a way of testing the waters.


Before I get all excited one way or the other I think I'll wait for 
official notification.  




Jim

The mail I got said it'll be posted in vtx on Tuesday February 12 so I
guess it may got 'more real' tomorrow.

Lisa

    
    I don't know what to believe anymore...
    
    ?
    
From:	SUBWAY::KOKO::ANC "15-Feb-1991 1051" 15-FEB-1991 10:59:29.45
To:	@ANC
CC:	
Subj:	Official retraction of bi-weekly payroll distribution !(From: DELNI::SEAVER "BILL SEAVER 226-7857 LAN ACCESS MKTG 15-Feb-1991 1051")

From:	NAME: Dick Farrahar                 
	FUNC: PERSONNEL                       
	TEL: 223-7738                         <FARRAHAR.DICK AT A1 at CORA @ CORE>
Date:	14-Feb-1991
Posted-date: 14-Feb-1991
Precedence: 1
Subject: BIWEEKLY PAYROLL COMMUNICATION                                         2
To:	See Below


On Thursday, February 7, I sent you a message announcing Digital's plan to 
shift U.S. exempt employees to a biweekly pay cycle during the mid to late 
Q4 timeframe.

After further discussion we have decided not to implement this program.






To Distribution List: Deleted


    

    our finance person just sent the same memo ...   I guess it went the
    way of the virtual office and the field service cars  :-) 
    
    c

    
    
    I forgot about this, but a few years back NYNEX made the same move.
    In Mass the law says you have to be paid every seven days unless you
    sign it away.
    

I'm psyched!!  I like it the way it is now!

adam

re:  <<< Note 92.23 by KALI::SIEGEL "Osmosis to the rescue!" >>>

>I'm psyched!!  I like it the way it is now!

Me too!!  Sure makes budgeting a lot easier!!  8-)

peace,
t!ng

Consider this posted in the "World We Live In" also ... what'll they think of
next ....

- Dave

                  I N T E R O F F I C E   M E M O R A N D U M

                                        Date:     22-Feb-1991 17:35 EST
                                        From:     Chuck Bushey
                                                  BUSHEY.CHARLES
                                        Dept:     Corp. Security @MSO
                                        Tel No:   508 493-1352

TO: See Below

Subject: Telephone Scam

                      DIGITAL INTERNAL USE ONLY

The latest in phone scams occurred this week in New York.  Digital 
employees with pagers received phone inquiries from 540 numbers, which 
are billed the same as 900 numbers.  When the number is called, the 
customer is automatically charged $55.00.  Employees from other 
companies around New York have also been hit by this scam.

Digital's phone switches are protected from making outgoing calls on 
900 and 540 numbers.  However, our employees may use phones at 
customer sites in response to a page.  Our New York office has alerted 
employees to this scam.  We can expect similar activities in other 
areas in the future.  

Above provided F.Y.I.

Regards,

Chuck



                      DIGITAL INTERNAL USE ONLY

    
    just eard a substantial rumour that PTG group in Andover was just
    today 'offered' the involuntary package.  Is that an oxymoronic phrase?
    
    anyone hear anything?
    
    c

re: < Note 92.26 by CIVIC::ROBERTS "Imagine..." >
>                         -< and now -this just in.... >-
>
>    
>    just eard a substantial rumour that PTG group in Andover was just
>    today 'offered' the involuntary package.  Is that an oxymoronic phrase?

Wow, I almost joined this group after my *first* transition!  Two transitions
in under six months would have been crushing..

adam

From:	TOOK::BROWN "Stephen Brown, CBN, LKG1-3/L6, 226-7750  01-Apr-1991 1445"  1-APR-1991 14:44:43.23
To:	ANN
CC:	
Subj:	New security measures in ZK.

  +---------------------------+ TM
  |   |   |   |   |   |   |   |
  | d | i | g | i | t | a | l |                     INTEROFFICE MEMORANDUM
  |   |   |   |   |   |   |   |
  +---------------------------+



  TO: Spit Brook Tenants                            DATE: 1 April 1991
                                                    FROM: Jim MacCoy
                                                    DEPT: ZKO Security
                                                    EXT:  DTN 381-0204
                                                    MAIL: ZKO1-3/B31
                                                    NET:  Sneke::MacCoy


  Subject: New Access Control System for ZK


  Over the past few weeks, we have collected considerable feedback and
  experience with the card key locks on the machine room doors and
  plant exits.  Based on this experience, we have concluded that the
  card key system is inadequate for a number of reasons.

  * Requiring frequent use of card keys is an inconvenience for
    employees.

  * Confusion between the "push to exit" buttons and the "emergency
    power off" buttons in the computer labs.

  * Despite a number of warnings, employees continue to "tailgate"
    others through card key controlled entrances.

  * Due to fire code regulations, we cannot require the use of a card
    key to leave a secured area.

  * As a result, we have not achieved the desired level of control and
    accountability and so have not secured adequate protection against
    equipment theft and other security breaches.

  We have therefore decided to switch the facility to a laser-based bar
  code scanner system.  All employees will wear bar code tags.  Scanners
  installed at controlled entrances and exits will automatically scan
  the bar code and unlock the door without requiring any overt action
  on the part of the employee.

  Because of the added convenience of the bar code scanner system, we
  plan to expand the use of access controls in the facility.

  * Lab and plant exits will have scanners on both sides, allowing us
    to monitor egress as well as entry.

  * Locks will be retrofitted to the fire doors in the hallways,
    allowing us to partition the office areas into separate security
    zones. Employees' tags will initially be programmed to access to
    their own office areas only.  Access to other areas will require a
    request to Security.

  *****
  * Additional scanners will also be set up, for example, along the
    windows, by the men's and ladies' rooms, and in the cafeteria.
    The resulting data on employees' movements will be available to
    their management on request.

  * Scanners mounted in offices will enable us to limit the use of
    office telephones to authorized employees and bill their use more
    accurately.

  Installation of the scanners will commence shortly and we will phase
  in their use over the next several months.  Because of the
  considerable feedback we have received from the VMS development
  organization, we have chosen that group and their computer labs for
  the initial pilot installation of the scanners.

  The vendor of the scanning equipment has assured us that the lasers
  pose no hazard to personal safety.  Because we are especially
  concerned about your safety, we are taking a number of additional
  measures to doubly ensure that the scanners present no hazard.
 
  * The scanners will be mounted overhead to keep them out of the
    normal line of sight.  Employees are advised not to look up in the
    direction of a scanner.
  *****
  * Employees are advised not to wear reflective jewelry or metal
    framed glasses in the facility.
 
  * We will make available glasses designed to filter out the color of
    the laser.  Employees with sensitive eyes or other concerns will
    be able to purchase these from security at cost.  Both regular and
    clip-on styles will be available.
  *****
  Because of the overhead mounting of the scanners, we recommend that
  tags be worn as high as possible to allow them to be seen by the
  scanner. For most employees, either shoulder should be appropriate.
  Persons shorter than 5' 6" may attach the tag to their forehead if
  they have trouble with the scanners.
  *****
  Because of concerns over the convenience and durability of the bar
  code tags, we are investigating other options. We may be able to
  provide stylish berets and headbands embroidered with the bar code.
  Another option would be to have the employee's bar code tattooed on
  their forehead, but a number of factors such as summer sun tans and
  termination procedures have not been worked out.

  To ensure correct operation of the scanners, employees should take
  the following precautions:

  * Please refrain from wearing clothing with closely spaced stripes.

  * Hair should be a uniform color. "Streaked" or graying hair may
    confuse the scanners and should be avoided. The health services
    department will have Grecian Formula available for those who need
    it.

  * Above all, do not bring any packages with exposed UPC labels or
    tabby cats into the building.

  Should you have any trouble activating a scanner and find yourself
  locked in or out of an area, please go to the nearest phone and
  contact Security.

  Please feel free to contact me directly if you have any questions
  about the bar code scanner system, or need further clarification on
  the above items. As usual, comments and suggestions are welcome, and
  encouraged.

    3 bazillion pennies a piece
    
    

    no, no  *THREE* bazillion.  Pennies that is.
    

re:                    <<< Note 92.29 by ENGINE::MOLLENHAUER >>>
   >                  -< yeah, and I'm selling bridges... >-

    Hey,

  I'm not for sale!!!!

;-)

Shawn

    hahaha

re                    <<< Note 92.35 by ENGINE::MOLLENHAUER >>>
  >                             -< are you sure? >-

   Well maybe.
It depends on what I get out of the deal.

;-)

    1/3 of my pennies and one slightly used lizard skin.

>    1/3 of my pennies and

Depending on the total # of pennies that could be a deal.


> one slightly used lizard skin.

This makes me slightly apprehensive.

Shawn

Shawn,

  sounds like a deal, go for it!!!

  john

    Well, I still haven't figured out how many a bazillion is so...
    
    
    the lizard skin is from my still unnamed iguana.

Re:                    <<< Note 92.40 by ENGINE::MOLLENHAUER >>>

>    Well, I still haven't figured out how many a bazillion is so...

	Well, I do know that it's way more than a jillion,

	and a jillion is way more than lots and lots,

	which is way more than a bunch...

re:  <<< Note 92.41 by GR8FUL::WHITE "Without love in a dream..." >>>

>Re:                    <<< Note 92.40 by ENGINE::MOLLENHAUER >>>
>
>>    Well, I still haven't figured out how many a bazillion is so...
>
>	Well, I do know that it's way more than a jillion,

...but it's a lot less than a megazillion...and a little bit less than a
gazillion...

peace,
t!ng

				MAJOR DIGRESSIONS !!!


Talk to pigpen, he might be sellin' the Brooklyn Bridge

Heh heh ... a Brady Bunch notes conference has just been created.  I guess if
I had to vote for the most blatant misusage of DEC resources ... ;^)

- Dave

    awwwww  c'mon Dave!  no pointer???
    
    			:^)  :^)  :^)
    
    				da ve_fan_of_Marcia_and_Jan's_seldom_seen
    				_shower_scenes :^)

oooh, .....  Finally!!!

:-)

    When will we ever be rid of the scourge of the Brady's?
    
    tim GRADY
    

re < Note 92.45 by STRATA::DWEST "Dont Overlook Something Extraordinary" >

Whoops, sorry ... I added the KP7 thingie.

LAB::BRADY_BUNCH

I expect we'll be seeing a LOST_IN_SPACE conference soon, and I'll be loving
it ....

- Dave

	hey, I think LAB is in this building .. oh goody,
	that means the creators are nearby .....

	What ???????!!?   A BRADY BUNCH Conference ?   This is unfair!
	If there can be a BRADY BUNCH Conference then I insist that there
	also be a PARTIDGE FAMILY Conference ;-)

	/Ken (who just read that Danny Bonnaduce, who played bass for the
	  	Partidge Family, was arrested for something recently, 
		something wierd)

How 'bout a Rocky and Bullwinkle conference?






Jim

    
	>What ???????!!?   A BRADY BUNCH Conference ?   This is unfair!
	>If there can be a BRADY BUNCH Conference then I insist that there
	>also be a PARTIDGE FAMILY Conference ;-)

    	I second the nomination!  :-)
    
	>/Ken (who just read that Danny Bonnaduce, who played bass for the
	>  	Partidge Family, was arrested for something recently, 
	>	something wierd)
    
    	I heard part of the story too.. something about beating up a
    	prostitute, I think.
    
    

    Lisa, Its run by the two women that run the Training lab need the Caf.
    
    
    Chris
    
    

          <<< Note 92.52 by TERAPN::PHYLLIS "Wake, now discover.." >>>

    
>    	I heard part of the story too.. something about beating up a
>    	prostitute, I think.
 


        A male in female attire, which apparantly irked the young man and
        prompted his alleged violent reaction.





Jim   
    

Re          <<< Note 92.52 by TERAPN::PHYLLIS "Wake, now discover.." >>>

    
	>>What ???????!!?   A BRADY BUNCH Conference ?   This is unfair!
	>>If there can be a BRADY BUNCH Conference then I insist that there
	>>also be a PARTIDGE FAMILY Conference ;-)

    	>I second the nomination!  :-)
    
		Phyllis is saying this because she *still* harbors that crush
		she used to have on David Cassidy.

    Lisa_who_also_once_had_a_crush_on_him
    
    :-)

Hey, I had a crush on Susan Dey!

[MANY HEADERS DELETED]
    
From:	MEIS::MEIS::TOWNSEND "Erik S. Townsend (DTN) 247-2436  09-Apr-1991 1044"  
9-APR-1991 10:59:35.37
To:	@MEIS$:[DIS]MEIS
Subj:	I: BURLINGTON, VT ANNOUNCES CESSATION OF MFG. OPS AND INVOL. SEVERANCE

I'm in a training course in Burlington, VT this week. This led to the
opportunity to sit in on a plant meeting where John Wettstein, plant
manager, made some important announcements to Burlington employees.

Manufacturing operations will cease in Burlington. The power business
will move to Hong Kong or Mexico over the next 4-6 months. Systems
manufacturing will cease after the Acquarius I & II products. This will
completely phase-out Mfg. ops in BTO within 12 - 18 months.

The plant now employs about 600 people. Of these, 100 - 200 will be
transitioned through involuntary severance. The new package differs
from the previous ones. It will be an immediate walk-out, nine weeks
of pay after departure from the facility, then additional pay if
appropriate depending on longevity. The selection will be made on
criteria of need for work and employee performance. 40 - 50 people
must be transitioned by the end of April. Another 50 by end of
June, the rest over the next several months.

John reports that Burlington's future is in the customer solutions
support work that has been ongoing with field organizations. Some
concern was exprewssed about Burlington's ability to do this successfully
without an operating manufacturing operation.

The other major area of opportunity was reported as repair business
that could be coordinated with Customer Services. This would preserve
a number of DL jobs in BTO. It would also mean continued "shopfloor"
operations, albeit repair as opposed to Mfg. Cautious optimism was
expressed, suggeting this is a likely reality for BTO.

There will be opportunity for many displaced DL's to relocate to Augusta,
ME where DL need is expected to increase. IL's will however be
substancially reduced in net across BTO and ASO. Some opportunities
will exist for displaced IL's to support the consulting and customer
solutions business which was reported to be growing.

There was also mention of cable manufacturing opportunities for BTO
but John was less optimistic about this opportunity.

John reported that these decisions have been made in the overall business
interest of the corporation. The "Tax Havens" off-shore are reported to
be the major driving force behing the transition of the power business out 
of BTO.

There are a lot of long faces here in Burlington today...

Erik

    
    Gee, lucky think he happened to be in BTO to hear the bad news.  MEIS::
    is Tewksbury MFG, and god knows how long they could be around.
    
>100 - 200 will be
>transitioned through involuntary severance. 
    
    It continues to fascinate me how spineless management categorically
    refuses to use the word 'Layoff'.  Maybe if just one of them would come
    right out and say it, we could dispense with these silly euphemisms.
    
    Sad news for BTO...  I hope these people come out of it ok...
    
    tim
    

    
    
    Well Marv you were right. All of MCG got wacked yesterday about 340
    people. But they need us to finish up things so we're here for the rest
    of the FY . Then we get the Package. Most folks seemed relieved though
    that there is end to all the rumours and uncertanty, I know I am.
    Well with 24+ weeks starting in July maybe I can hit the summer tour;^)
    Who knows.
    
    steve

Also in the rumor mill, fwiw...


	160 ENO employees got hit this week with a layoff similar to that
offered at BTO.

Fog_whose_already_lost_a_few_of_his_closest_co-werkers

    A reason not to use the work "layoff" is that these aren't layoffs.
    These are terminations. If someone is layed off, it means that they
    will be recalled to work when the company is hiring again. Because DEC
    is supposedly terminating people whose jobs are "no longer necessary",
    there is no implied intent to recall anyone once the company's fortunes
    improve.
    
    Personally, I think the company would be better off retraining people
    to perform understaffed job functions, but nobody in power is
    interested in my opinion.
    
    John

RE                       <<< Note 92.61 by DECWET::HAMBY >>>
    
>    Personally, I think the company would be better off retraining people
>    to perform understaffed job functions, but nobody in power is
>    interested in my opinion.

For the record, this is K.O.'s philosophy.  At any rate, the fact is, DEC
has way too many people.  Whether or not the "right" people will get cut
is a totally different story....  there are a lot of people taking Digital
Equipment Corporation for a ride, at DEC's expense....

    Unfortunately many of those people "taking DEC for a ride" will
    probably not be affected by the reduction. Those who have the power to
    abuse the company also have the power to keep their jobs.
    
    Scott
    

    no rumor about ENO Fog...they are closed.....I also have a good friend
    there..to bad....
    
    rich

    Some "transition" people are getting retrained.  The System Management
    Trainee Program (SMTP) is retraining people to be systems managers. 
    This a big need for them in DEC, or there was last year.  We had 4
    trainees ojt'ing in my group.  2 have found jobs already.  I
    participated in training one, and he get's payed more than me.  Hmmm.
    Well, at least my boss put that on my review.
    
    dave

re        <<< Note 92.44 by ISLNDS::CLARK "honor veterans - wage peace" >>>

The world is a darker place today ....

     <<< TURRIS::TURRIS$DUA18:[NOTES$LIBRARY]EASYNET_CONFERENCES.NOTE;4 >>>
                       -< EasyNet Conference Directory >-
================================================================================
Note 3189.1              Deleted Brady Bunch conference                   1 of 1
APOLLO::MCGARRAH "Lisa (Okerlund) McGarrah"           3 lines  22-APR-1991 12:14
                            -< Deleted Conference >-
--------------------------------------------------------------------------------
    
    This conference has been deleted.
    

How unfortunate.






Jim

    sniffle
    
    
    rich

This is posted with permission of the author.  He indicated that it's ok to 
circulate.

>Date:	23-APR-1991 11:33:29.18
>From:	BTOQA::MESSIER      "Tom Messier - QA Engineering"
>To:	NECSC::LEVY
>
>Go head and post it if you'd like....I don't have any problem with that. 
>(Sounds like it's already being circulated around anyway.....got a message
>from a guy in Europe who said he saw it.) 
>
>Tom

Date:	22-APR-1991 16:56:03.45
From:	BTOVT::BAGDY_M      "METALGod in the making !"
To:	necsc::levy
================================================================================
Note 237.0              Letter Sent to Jack Smith re: BTO             21 replies
BTOVT::MESSIER                                      110 lines  12-APR-1991 13:38
--------------------------------------------------------------------------------

                                                               4/11/91
	Dear Mr. Smith,                     


	I'm a Quality Assurance Engineer at the (BTO) Burlington, Vermont
	facility.  The day before yesterday we were told by our plant 
        manager that manufacturing operations were going to be discontinued
        in BTO, ending with the Aquarius product in approximately 15 months, 
        and that involuntary severance would begin this month.  Although 
        this announcement only confirmed the rumors we had already heard, 
        the realization of it came as quite a shock to most of us here.
        What was even more upsetting was the fact that the manufacturing 
        of modules, power and post-Aquarius systems (products that have 
        traditionally been manufactured in BTO) were being moved out of the
        United States and into Gallway, Hong Kong and Puerto Rico.
	The only so called good news we were told was that BTO was going to 
        continue with the Benchmark, CCD, and CSI work we're presently 
        doing. Many of us here speculate that it's only a matter of time 
        before this work is transferred also. Many are convinced that without 
        manufacturing, it just doesn't make sense that this "right hand" 
        work would stay here.

	As I try to make sense of all this, I'm still not sure what happened
        or how this all came to be. Maybe we should have seen it coming. 
        Most of us didn't. As I reflect back over the years and look at BTO's
        manufacturing accomplishments, I wonder what we should have or could
        have done differently to change the outcome. I can't find the answer.
        When I look back on the 11 plus years that I've worked here, I see one 
        BTO manufacturing success story after another - from the PDP 11/70 
        to the Vax 9000. It's been our understanding that we were looked 
        upon very favorably by the corporation as one of the top DEC 
        manufacturing sites (if not THE top) - a leader with dedicated people
        that made things happen. We were made to feel proud - we were doing
        the right things. If this is all true, then why, of all the Digital 
        manufacturing facilities in the U.S., has manufacturing operations 
        been pulled out of BTO?  

	A very recent example of BTO manufacturing's loyalty and excellence 
        comes quickly to mind, although this is only one example of many I 
        could give.
	In Q2 we were asked to ship 68 Vax 9000 systems, a task that many
        didn't think was possible. We as a plant knew the corporation was 
        counting on us. BTO manufacturing people put their personal lives 
        on hold working long hours seven days a week for many weeks in order 
        to get these products out the door. This lost time with their families
        would never be re-captured, but people here did what needed to be
        done to help keep DEC afloat. This dedication and sacrifice paid off
        because we not only met our goal, but we exceeded it by shipping an
        additional 6 systems!  It was BTO manufacturing people and their 
        support functions who made it all happen. We were heroes - at least
        for a while. I remember mail message after mail message being 
        circulated around congratulating and praising us for pulling this off.
        You could feel and see the pride in people's faces - and people felt
        that what they gave was appreciated. They had made great sacrifices
        and the outcome was total success.  Looking back over the years at
        other products we built, the story is the same - just the products
        themselves are different.
	
	For the past 11 years I've felt that Digital was certainly the best
        company I had ever worked for. (This feeling has been shared by just
        about anyone else who has ever worked for any other company before 
        coming here.) Digital has been much more "family" oriented than I
        had ever expected a large corporation to be. A company who hosted 
        family holiday events and family outings. A company with compassion
        to the extent that even in hard times, they had never laid anyone
        off before. While there have never been any guarantees that this would 
        continue forever, people appreciated being kept on the payroll while
        Digital rode out the economic storms. They appreciated it and realized
        how fortunate they were to be part of such a people oriented company. 
        A company that cared. And because the company cared and did so much
        for the people, the people cared enough to give back to the company
        when the work load demanded the extra effort.

	Now it seems that the proverbial rug is being pulled out from under
        us here in BTO. Our future is being transferred to foreign countries.
        It's the same story you hear every day.....American owned companies
        transferring their manufacturing operations out of the U.S. - Cheaper
        labor, tax havens, politics, etc.  Others prospering at the expense 
        of our own people. Somewhere in the midst of all this the image of
        "family" and of people dedicated to companies and companies dedicated
        to people quickly fades. Along with it fades the American sense of
        pride, of giving your best productive years to a company only to be
        told "we can do it cheaper somewhere else". Are our contributions 
        forgotten?  It's very dis-heartening to come to the reality that what
        we in BTO have done in the past doesn't seem to matter now - it all 
        comes down to politics. Not only are the people here let down, but 
        they're angry and afraid. Angry at the corporation for giving their
        work to other countries, and afraid for their jobs, their livelihood 
        being at stake. 

	I realize that the problem is much bigger than just Digital Burlington,
        or even Digital as a whole for that matter. As a nation, there's 
        something very wrong when companies can't afford to manufacture their
        products right here in the U.S.  I'm not sure what the answer is short
        of eliminating the tax havens and passing legislation that would limit
        the amount of work off loaded outside the U.S.  It seems to me we're 
        shooting ourselves in the foot when we put our own people out of work.
        When consumers aren't working, they aren't spending money.....and when
        they aren't spending money the nation as a whole suffers.

        I'd like to thank you for taking the time to read through this - I 
        realize it's rather lengthy, but I felt it was important to express 
        my thoughts to you - thoughts that are shared by many others here in
        BTO.
        
			Sincerely,   Tom Messier
                                     Burlington, Vermont

Dave, which notes file is that from?  I'd be interested in reading some of
the replies.

The conference in which .70 originated is a members-only notesfile located on 
a system in the BTO facility.  The moderator of that conference wants to keep it
private, so the specific conference information was removed from the note when
it was mailed to me.

There is a public conference BTO::VERMONT at that site, but this memo ain't in
it.

.70 was posted as a follow-up to the original posting in 125.133.  I put it here
since this seemed a more appropriate place.

	~dave

    Thanks Dave, I've been out or too busy to track down the source of my
    posting in 125.???
    
    Chris 

From:	CSGDEC::CRONIC::ORTH "Crash all you want, we'll boot more.  30-Apr-1991 0913" 30-APR-1991 09:15:55.77
To:	bruceg davei edf joeb
CC:	
Subj:	Have your local plumber install your next network

From:	CRONIC::ANSTINE "Tom Anstine 225-6147  30-Apr-1991 0853"   30-APR-1991 
08:56:36.16
To:	@DIST:SSS
CC:	
Subj:	Be the first on your block to have your very own network....that is as  
long as it you are in the same town as the plant......

From:	BOSTON::GEOFFROY "SENIOR CONSULTANT 224-7441  30-Apr-1991 0825" 
30-APR-1991 08:25:12.38
To:	@DIS:INFO
CC:	
Subj:	Emerging Technologies

From:	NEMAIL::NEMAIL::MRGATE::"A1::COLUMBUS.JOHN" 29-APR-1991 19:14:25.38
To:	@Distribution_List
CC:	
Subj:	Ethernet over water pipes (not a joke)

From:	NAME: JOHN COLUMBUS                 
	FUNC: BOSTON FIELD SERVICE            
	TEL: (617)654-1602                    <COLUMBUS.JOHN AT A1 at WAV14 at 
WAO>
To:	See Below


    
    The following memo describes a new Digital product which allows 
    Ethernet signals to travel over cold water pipes using a technology 
    co-developed with the U.S. Navy. 
    
    This may be a creative solution in enviornments where running cable is 
    cost prohibitive or impossible. If you have a customer where you think 
    this may fit, let me know.
    
    
    



From:	NAME: VMSMail User COLUMBUS         
	FUNC:                                                                                                                                                                                                                                                         

	                                                                                                                                                                                                                                                              

	TEL:                                                                                                                                                                                                                                                          

	                                                                                                                                                                                                                                                              

Date:	29-Apr-1991
Posted-date: 29-Apr-1991
Precedence: 1
Subject: FWD: New Ethernet Techology
To:	COLUMBUS@NEMAIL@MRGATE


From:	NEMAIL::NEMAIL::MRGATE::"USWAV4::MRGATE::META4::WEISS"   18-APR-1991 
23:43:13.91
To:	NEAGP::MARAND,BOSNET::COLUMBUS,EMASS::WHITLOW
CC:	
Subj:	New Ethernet Techology

From:	NAME: WEISS <WEISS@META4@MRGATE@USWAV4@WAO>
To:	See Below

From:	KOKO::ANC "17-Apr-1991 1255" 17-APR-1991 13:56:19.43
To:	@ANC
CC:	
Subj:	FYI: New Ethernet enhancements ;-) !(From: WARP5::LARUE "Jeff LaRue: 
U.S. Networks DCC Consultant 17-Apr-1991 1358")


From:	DELNI::S_LANE       "STEVE, NW. MGT. PRODUCT MANAGEMENT, LKG2-1/X2, 
DTN:226-5067, NIL 
ADMIRARI" 14-MAR-1991 17:28:52.31
From:	DECWRL::"NET_MIGUEL@NET.EBT.ANRJ.BR" 
"Planejamento de Redes - EMBRATEL - Rio, Brasil" 14-MAR-1991 16:47:37.87

NEW ANNOUNCEMENT!!!!!
=====================
 
 
              -< ETHERNET - Data Communications for the Future >-
 
 
The following is taken from a recent press release issued thru FS Marketing in
Marlboro.
 
 
                     DIGITAL ANNOUNCES PIPELINED ETHERNET
 
 
At a recent press conference in Marlboro, a Digital Spokesperson announced an
exciting new product which has been the result of several years of joint
development between Digital and the United States Navy Submarine
Communications Research Centre based at Norfolk, Virginia.
 
Navy engineers have for years been experimenting with Ultra Low Frequency
(ULF) radio communications for contacting submarines whilst they are
submerged, thus eliminating the need for the vessel to surface or send up
radio buoys and risk visual or radar detection.  This practice makes use of
the sea itself as a transmission medium and initial tests have proved very
successful, under all weather conditions, in maintaining contact with a
Trident class nuclear submarine during a trans-Atlantic crossing.
 
Now in a joint project working with Digital's Networking and Resources Centre
in Colorado, a new product using Ethernet on ULF has been developed - DEUPT -
Digital Ethernet Ultra Low Frequency Pipeline Transponder.
 
Using the existing cold water pipes within offices and factories will provide
a cheap and realistic medium for Ethernet distribution, no longer requiring an
expensive thick-wire or Broadband cable to be installed.  The DEUPT is
installed into the cold water pipe at each required distribution point and a
transceiver drop cable will then run to the Ethernet device.  The hardware
consists of a ULF Transceiver and a Radio Frequency Modem contained in a
watertight package the same size as a Terminal Server 200 (DSRVB).  Power is
supplied externally and units are not mains frequency sensitive enabling one
power supply to be used worldwide with only voltage switching.  Water
connections are via 15mm Copper Compression Connectors on the rear of the
device.  Adapters will be available to convert to Imperial and U.S. 1/2 inch
pipe, and reducing pieces and T-connectors are also available for 22mm/3/4in
and 28mm/1in pipe.
 
Initially designed for use on IEEE 802.3 networks, the DEUPT is also backwards
compatible with 802.2 devices such as the DEUNA and DELNI, although it is not
possible to run both protocols on the same network.
 
For those customers wishing to run only a Local Area Network (LAN), it is
necessary to install a ULF blocker on the incoming water main supply pipe from
the Utility Company.  This prevents ULF signals being transmitted along the
main water supply pipes to other locations.
 
Conversely, Wide Area Networks (WAN's) are now possible using a ULF Amplifier
on the incoming water main to transmit data packets to other users within the
same Water Utility Company area, doing away with expensive telephone networks
and satellite links.  Such WAN's are limited to a 100Km radius from the "Hub"
system, i.e. ULF networks must be based on a star configuration.  The DEUWA
(Digital Ethernet Ultra Low Frequence Wide Area Network Amplifier) should be
available in Q2,90.
 
Expected developments within the next two years include the Country Wide
Network (CWN) and the World Wide Network (WWN).
 
According to the Digital Spokesperson "Where theres running water, Digital
will soon have the technology to use it for a data transmission medium.  No
ocean will be too wide, no stream too small, for soon Digital will have the
whole world DEUPT."

To Distribution List:

TERRY WRIGHT@RCO,
DON FRASCH@RCO,
CLAUDE ADAIR@RCO,
GEORGE DIXON@BXO,
SHAHPAR FORADI@BXO,
MIKE CALCAGNI@BXO,
MARK MARAND@BXO,
JOHN COLUMBUS@BXO,
BRENDA CELESTE@WAO,
JOHN WHITLOW@WAO,
JACK AVERY@WAO,
DICK ROMANO@MHO,
BARBARA MAY@OFO,
ROB NICHOLS@OFO,
JOE CYR@OFO,
BOB DEEP@SYO,
TOM WILT@RCH,
MIKE SPILLANE@RCH,
TOM MORIARTY@RCH,
ALEX MONSIEGNEUR@RCH,
GARY STREVELL@ALO,
BRUCE SHREFFLER@ALO,
DUANE PETRORO@WHO,
MARTY CITRON@LIO,
PETER ELLIS@AWO,
NICK YANNIOS@AWO,
MITCH KAUFMAN@NJO,
BRUCE WEGER@KYO,
LYNN SHANNON@KYO,
ALEX MONTARE@KYO,
RON WING@KYO,
LARRY FERMI@KYO,
TED KOCH@KYO,
BEN TUORTO@UKO,
PETE CARRABBA@SHR


To Distribution List:

NAME: Mary Arena <ARENA.MARY AT A1 at WAV14 at WAO>,
CINDY AREY @BXO,
NAME: Thornton Ash <ASH.THORNTON AT A1 at WAV14 at WAO>,
NAME: patricia barry <BARRY.PATRICIA AT A1 at WAV14 at WAO>,
NAME: Benjamin Bejar @BXO <BEJAR.BENJAMIN AT A1 at WAV14 at WAO>,
NAME: Rob Bond @BXO <BOND.ROB AT A1 at WAV14 at WAO>,
NAME: RICHARD BRILL @BNO <BRILL.RICHARD AT A1 at WAV14 at WAO>,
NAME: RITA L. BROWN <BROWN.RITA AT A1 at WAV14 at WAO>,
NAME: Ed Bullock <BULLOCK.ED AT A1 at WAV14 at WAO>,
BUNCH.LEON AT A1 at WAV14 at WAO,
NAME: JACKIE CARLSON <CARLSON.JACKIE AT A1 at WAV14 at WAO>,
NAME: NUNZIO CELONA @BNO <CELONA.NUNZIO AT A1 at WAV14 at WAO>,
NAME: Dave Chabot@bxo <CHABOT.DAVE AT A1 at WAV14 at WAO>,
NAME: Marti Chaffee @BXO <CHAFFEE.MARTI AT A1 at WAV14 at WAO>,
NAME: COCOMILE.KIM <COCOMILE.KIM AT A1 at WAV14 at WAO>,
NAME: STEPHEN DAGOSTINO <DAGOSTINO.STEPHEN AT A1 at WAV14 at WAO>,
NAME: BOB DAVISON <DAVISON.BOB AT A1 at WAV14 at WAO>,
NAME: RICK DELLOVO <DELLOVO.RICK AT A1 at WAV14 at WAO>,
NAME: JANET DETTORRE @BXO <DETTORRE.JANET AT A1 at WAV14 at WAO>,
NAME: Tom Devine <DEVINE.TOM AT A1 at WAV14 at WAO>,
NAME: George Dixon <DIXON.GEORGE AT A1 at WAV14 at WAO>,
NAME: PATTI FLYNN <FLYNN.PATTI AT A1 at WAV14 at WAO>,
NAME: brendan fratus @bxo <FRATUS.BRENDAN AT A1 at WAV14 at WAO>,
FREITAS@BOSTON@VMSMAIL,
NAME: PAM FRENCH @BXO <FRENCH.PAM AT A1 at WAV14 at WAO>,
NAME: LISA FUNARI <FUNARIL.LISA AT A1 at WAV14 at WAO>,
NAME: LARAINE GARRITY <GARRITY.LARAINE AT A1 at WAV14 at WAO>,
NAME: Rick Gaynor @BXO <GAYNOR.RICK AT A1 at WAV14 at WAO>,
GEOFFROY@BOSTON@VMSMAIL,
NAME: LISA GOOBER <GOOBER.LISA AT A1 at WAV14 at WAO>,
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NAME: BARC GRAVEL <GRAVEL.MARC AT A1 at WAV14 at WAO>,
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GUALTIERI@SLUGER@VMSMAIL,
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NAME: TOM HYDE <HYDE.TOM AT A1 at WAV14 at WAO>,
NAME: Sharon Iannuzzi <IANNUZZI.SHARON AT A1 at WAV14 at WAO>,
DICK IWANICKI @MRO,
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MITCHELL@MITCH@VMSMAIL,
NAME: [B[B Montesion <MONTESION.JOHN AT A1 at WAV14 at WAO>,
NAME: MARIE NORTON <NORTON.MARIE AT A1 at WAV14 at WAO>,
NAME: PAM PACKARD <PACKARD.PAM AT A1 at WAV14 at WAO>,
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NAME: RICHARD PEPA <PEPA.RICHARD AT A1 at WAV14 at WAO>,
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NAME: Angela Piccuito <PICCUITO.ANGELA AT A1 at WAV14 at WAO>,
NAME: STEVEN J. QUEZADA <QUEZADA.STEVE AT A1 at WAV14 at WAO>,
NAME: BEVERLEY J. REYNOLDS @BXO <REYNOLDS.BEVERLY AT A1 at WAV14 at WAO>,
NAME: Harry Robertson <ROBERTSON.HARRY AT A1 at WAV14 at WAO>,
NAME: MARK E. ROGERS <ROGERS.MARK AT A1 at WAV14 at WAO>,
NAME: Kiran Shah <SHAH.KIRAN AT A1 at WAV14 at WAO>,
NAME: Debbie Shaw @BXO <SHAW.DEBBIE AT A1 at WAV14 at WAO>,
NAME: DEBBIE SHAW @BXO <SHAW.DEBBIE AT A1 at WAV14 at WAO>,
NAME: DIANE SHURTLEFF @BXO <SHURTLEFF.DIANE AT A1 at WAV14 at WAO>,
NAME: JONATHAN SOL @BXO <SOL.JONATHAN AT A1 at WAV14 at WAO>,
NAME: Karen Stelle @OFO <STELLE.KAREN AT A1 at WAV14 at WAO>,
NAME: Kevin Stevenson <STEVENSON.KEVIN AT A1 at WAV14 at WAO>,
NAME: Stephen Sweetapple <SWEETAPPLE.STEPHEN AT A1 at WAV14 at WAO>,
TATA.TOM AT A1 at WAV14 at WAO,
NAME: Greg Tobin @BXO <TOBIN.GREG AT A1 at WAV14 at WAO>,
NAME: tED WOOD @BXO <WOOD.TED AT A1 at WAV14 at WAO>,
NAME: Vin Accorsini <ACCORSINI.VIN AT A1 at WAV14 at WAO>,
ADAM.CAROLYN AT A1 at WAV14 at WAO,
ANASTOS.CHRIS AT A1 at WAV14 at WAO,
BARBA.ANGELA AT A1 at WAV14 at WAO,
BEEPOT.JOANNE AT A1 at WAV14 at WAO,
NAME: KAREN BERGERON @BXO <BERGERON.KAREN AT A1 at WAV14 at WAO>,
NAME: EDWARD BIANCO <BIANCO.EDWARD AT A1 at WAV14 at WAO>,
NAME: Patricia Blakeney <BLAKENEY.PAT AT A1 at WAV14 at WAO>,
NAME: NORMAND BOURGEOIS <BOURGEOIS.NORMAND AT A1 at WAV14 at WAO>,
ERIC BRAGG @BXO,
NAME: BECCA BROWNSON @BXO <BROWNSON.BECCA AT A1 at WAV14 at WAO>,
NAME: Barbara A Buckley <BUCKLEY.BARBARA AT A1 at WAV14 at WAO>,
NAME: RUDY BUFORD <BUFORD.RUDY AT A1 at WAV14 at WAO>,
NAME: PAUL BURKE <BURKE.PAUL AT A1 at WAV14 at WAO>,
NAME: MIKE CALCAGNI @BXO <CALCAGNI.MIKE AT A1 at WAV14 at WAO>,
CHAMBERS.ED AT A1 at WAV14 at WAO,
NAME: KARL CHEN <CHEN.KARL AT A1 at WAV14 at WAO>,
NAME: Benjamin Chu <CHU.BENJAMIN AT A1 at WAV14 at WAO>,
CHURCHILL.JOHN AT A1 at WAV14 at WAO,
CLARK.PHIL AT A1 at WAV14 at WAO,
NAME: Arnold Cohen <COHEN.ARNIE AT A1 at WAV14 at WAO>,
COLUMBUS@BOSNET@VMSMAIL,
NAME: Christine Courtney <COURTNEY.CHRISTINE AT A1 at WAV14 at WAO>,
AMY CRAWFORD @BXO,
NAME: Joe D'Agostino <DAGOSTINO.JOE AT A1 at WAV14 at WAO>,
NAME: ALLEN G. DEPEW <DEPEW.AL AT A1 at WAV14 at WAO>,
KEVIN H. DRISCOLL @BXO,
NAME: Margaret W. Ellis <ELLIS.MEG AT A1 at WAV14 at WAO>,
EVANS.JOHN AT A1 at WAV14 at WAO,
NAME: BEN FARRIS @BXO <FARRIS.BEN AT A1 at WAV14 at WAO>,
NAME: Edward Featherston <FEATHERSTON.EDWARD AT A1 at WAV14 at WAO>,
FIORENTINO.JOE AT A1 at WAV14 at WAO,
NAME: Maura Flanagan <FLANAGAN.MAURA AT A1 at WAV14 at WAO>,
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FORD.MONTE AT A1 at WAV14 at WAO,
NAME: MARTI FOWLER @UFO <FOWLER.MARTHA AT A1 at WAV14 at WAO>,
DAVID GALVIN @BXO,
NAME: PEGGY GARDINER <GARDINER.PEGGY AT A1 at WAV14 at WAO>,
GARDNER @BOSWKG @VMSMAIL,
NAME: Pam Gasek <GASEK.PAM AT A1 at WAV14 at WAO>,
NAME: CRAIG GREAVES @BXO <GREAVES.CRAIG AT A1 at WAV14 at WAO>,
NAME: Yoluanda Griffin <GRIFFIN.YOLUANDA AT A1 at WAV14 at WAO>,
NAME: SUZANNE GRILLO @BXO <GRILLO.SUZANNE AT A1 at WAV14 at WAO>,
NAME: ANTHONY GRISE @BXO <GRISE.ANTHONY AT A1 at WAV14 at WAO>,
NAME: GARY HALLORAN @BXO <HALLORAN.GARY AT A1 at WAV14 at WAO>,
NAME: [Bvin Hanron @BXO <HANRON.KEVIN AT A1 at WAV14 at WAO>,
NAME: KAREN HANSON @BXO <HANSON.KAREN AT A1 at WAV14 at WAO>,
NAME: Andrea Hauser @BXO <HAUSER.ANDREA AT A1 at WAV14 at WAO>,
MARK HAYES @BXO,
NAME: Roger Heller <HELLER.ROGER AT A1 at WAV14 at WAO>,
TIM HICKS @BXO,
SUSAN HILL @BXO,
NAME: Hintlian,Nancy E. <HINTLIAN.NANCY AT A1 at WAV14 at WAO>,
NAME: ROBERT HURLEY @BXO <HURLEY.ROBERT AT A1 at WAV14 at WAO>,
NAME: Joe Kynoch <KYNOCH.JOE AT A1 at WAV14 at WAO>,
NAME: MARIBETH LAMARRE <LAMARRE.MARIBETH AT A1 at WAV14 at WAO>,
NAME: BENNETT D. LASHER <LASHER.BENNET AT A1 at WAV14 at WAO>,
NAME: MICHAEL LEARY <LEARY.MICHAEL AT A1 at WAV14 at WAO>,
NAME: JUDY LEASK @BXO <LEASK.JUDY AT A1 at WAV14 at WAO>,
NAME: ALICIA LECLAIRE <LECLAIRE.ALICIA AT A1 at WAV14 at WAO>,
NAME: Brian Lipka <LIPKA.BRIAN AT A1 at WAV14 at WAO>,
LUCCHESI.SANDY AT A1 at WAV14 at WAO,
LUCCI.JOAN AT A1 at WAV14 at WAO,
NAME: John F. Lyons <LYONS.JOHN AT A1 at WAV14 at WAO>,
NAME: Pamela MacLeod <MACLEOD.PAMELA AT A1 at WAV14 at WAO>,
MAHONEY.JACK AT A1 at WAV14 at WAO,
MALLEN.DENISE AT A1 at WAV14 at WAO,
NAME: JANE MANN @BXO <MANN.JANE AT A1 at WAV14 at WAO>,
NAME: BARBARA MARCUS @BXO <MARCUS.BARBARA AT A1 at WAV14 at WAO>,
NAME: CECILE MCCARTHY <MCCARTHY.CECILE AT A1 at WAV14 at WAO>,
MCCARTHYG@FREDOM@VMSMAIL,
MCCOLGAN.MICHAEL AT A1 at WAV14 at WAO,
NAME: CRAIG MCDERMOTT <MCDERMOTT.CRAIG AT A1 at WAV14 at WAO>,
NAME: Steve McGowan <MCGOWAN.STEVE AT A1 at WAV14 at WAO>,
NAME: John H. McNulty @bxo <MCNULTY.JACK AT A1 at WAV14 at WAO>,
NAME: ANNE P. MCWALTER <MCWALTER.ANNE AT A1 at WAV14 at WAO>,
MEISNER @MEISNR @VMSMAIL,
NAME: JOHN MISCHIK @BXO <MISCHIK.JOHN AT A1 at WAV14 at WAO>,
NAME: DAVID MOHR <MOHR.DAVID AT A1 at WAV14 at WAO>,
NAME: John Montesion <MONTESION.JOHN AT A1 at WAV14 at WAO>,
NAME: Paul Morris @BXO <MORRIS.PAUL AT A1 at WAV14 at WAO>,
TODD MYERS @OFO,
NAME: JEFF NETTER <NETTER.JEFF AT A1 at WAV14 at WAO>,
NOFTLE.SALLY AT A1 at WAV14 at WAO,
NAME: JULIE OBRIEN <OBRIEN.JULIE AT A1 at WAV14 at WAO>,
MARYGRACE OHORA @BXO,
PARAISON@BOSTON@VMSMAIL,
NAME: SHARON PATTERSON <PATTERSON.SHARON AT A1 at WAV14 at WAO>,
NAME: stephen peabody <PEABODY.STEVE AT A1 at WAV14 at WAO>,
NAME: ROSEMARIE PEARCE <PEARCE.ROSEMARIE AT A1 at WAV14 at WAO>,
NAME: Phil Perkins <PERKINS.PHIL AT A1 at WAV14 at WAO>,
PIACENTINO.LYNN AT A1 at WAV14 at WAO,
NAME: Howard Pinsky <PINSKY.HOWARD AT A1 at WAV14 at WAO>,
NAME: Robert Pouliot <POULIOT.ROBERT AT A1 at WAV14 at WAO>,
NAME: DAVE RICHARDSON <RICHARDSON.DAVE AT A1 at WAV14 at WAO>,
NAME: Harry Robertson <ROBERTSON.HARRY AT A1 at WAV14 at WAO>,
NAME: Kevin Ronayne <RONAYNE.KEVIN AT A1 at WAV14 at WAO>,
NAME: ANN RUBINSTEIN @OFO <RUBINSTEIN.ANN AT A1 at WAV14 at WAO>,
NAME: Karen Sale <SALE.KAREN AT A1 at WAV14 at WAO>,
NAME: SANGHANI.SURESH <SANGHANI.SURESH AT A1 at WAV14 at WAO>,
NAME: Pam Schaefer <SCHAEFER.PAM AT A1 at WAV14 at WAO>,
NAME: RANDI SCHEINBLUM <SCHEINBLUM.RANDI AT A1 at WAV14 at WAO>,
BEAU @36722 @VMSMAIL,
NAME: TOM SHEEHAN @BXO <SHEEHAN.TOM AT A1 at WAV14 at WAO>,
SNIEGOCKI@BOSKMO@VAXMAIL,
SPATARO.STEVEN AT A1 at WAV14 at WAO,
NAME: Kevin Stevenson <STEVENSON.KEVIN AT A1 at WAV14 at WAO>,
NAME: Stephen Sweetapple <SWEETAPPLE.STEPHEN AT A1 at WAV14 at WAO>,
NAME: DIANE TOLOMEA @BXO <TOLOMEA.DIANE AT A1 at WAV14 at WAO>,
NAME: John Trotsky <TROTSKY.JOHN AT A1 at WAV14 at WAO>,
NAME: ROBERT VAN EMBURGH <VANEMBURGH.BOB AT A1 at WAV14 at WAO>,
VENEZIANO.PAUL AT A1 at WAV14 at WAO,
WALSH.BOB AT A1 at WAV14 at WAO,
GENE WALTER @BXO,
NAME: Jack R. Ward <WARD.JACK AT A1 at WAV14 at WAO>,
WARD.PETER AT A1 at WAV14 at WAO,
NAME: CHARLES H. WOOD JR. <WOOD.SKIP AT A1 at WAV14 at WAO>,
NAME: BOB WILSON @WAO <WILSON.BOB AT A1 at WAV14 at WAO>

Haven't been able to verify the following, so place it in the rumor file for
now.  It still bothers me me though - to begin with who decides what is 
"legitimate DEC business", some mail-room clerk (no offense intended to the 
mail-room clerks of the universe), and this is for cost REDUCTION?????   
How much time/effort/cost will this add to the processing of such mail??  
I want to believe people actually think before they act in this company, but 
it is real hard.   :^/  

Scott
-----------------------------------------------------------------------------
<forwards removed>
;from  ABO

We were notified this morning that as part of DEC cost reduction
programs, all inter-office mail in brown envelopes will be opened
by the mail room clerk.  Any material that is not legitimate
DEC business will be returned to the sender, or, if no return address
is available, will be thrown away.  This announcement claimed that
anything put in a brown inter-office envelope and placed in the 
inter-office mail system becomes the property of DEC.  *ALL* such
mail will be opened and inspected.

re:           <<< Note 92.75 by MR4DEC::WENTZELL "Coed Naked Noting" >>>
   >              -< Is it me or is this a really bad idea??? >-

 
That's a real bad idea IMO. Even Business related can be "personal".
What about propritory info? I know I don't want a mailclerk reading
something that he/she shouldn't be reading.

Shawn

    What next? An "email clerk" to intercept all mail messages and send
    them to the bit bucket if they're not work related?
    
    Do they have a "confidential, to be opened only by the addressee"
    classification here? When I worked at Bell Labs you could get these red
    stickers and seal the envelopes with them and if the seal was broken by
    anyone but the addressee there could be serious trouble.
    
    Sounds like an incredible waste of time, given the amount of
    interoffice mail and the small percentage of it that may not be work
    related.
    
    Scott
    

I have a suspicion that this may wind up being one of those DECurbanmyths (tm)






Jim

    damn, I wuz gonna send all dem tapes I owe everybuddy by IOM too!!!
    
note---> %^)  %^)    %^)
    
    rfb

    
    Oh, great idea.  Let's see.. interoffice mail in NY takes about a month 
    or so now.. once they start opening it...  
    
    Anyone planning on im'ing my xmas gift should do so now. ;-)
    
    
    
    

RE:          <<< Note 92.80 by TERAPN::PHYLLIS "Wake, now discover.." >>>

    
       
   > Anyone planning on im'ing my xmas gift should do so now. ;-)
    
    
     Hey, JC...did you send those sprouts to Phyllis yet?  :^)


     Won't those inspectors have fun with that?




   Jim
    
    

Sheesh, I bet you can get fired for sending brussel sprouts by IOM.  Maybe
even jailed, for murdering mail room employees.

	'Sprouts are on their way!!

	They must be pretty damn ripe right about now in the hot, humid,
	80-90 degree sun!!

    
    Anyone know where you pick up one of those return to sender stamps?
    

I think he put a "if not deliverable allow to sit in hot, humid mailroom for
minimum 3 weeks before mailing to Phyllis' home" stamps.






Jim

    
    
    
    	Any one know anything about more "layoffs"  (or whatever 
    	they co. is calling this these days) in June.  I'm in a 
    	possible position to have the layoff come my way and almost 
    	died at lunch when some one said they read something about 
    	more layoffs. 
    
    	Nicole

    I think they're done for this fiscal year.  But I've heard from several
    management types that another round is planned for FY92 ... about 7,000
    more jobs to be eliminated.
    
    ... Bob
    

    
    I heard (I hate spreading these types of rumors) that there are going
    to be more layoffs.  Specifically the sales force to be cut by 10%.
    Believe it if you need it...
    
    -Jerry

	Today, the Boston Globe had a brief article that basically said
sales are off and more layoffs are coming down the pike.  The article claimed
that DEC has already "let go" 8,000 people.  

       Yeah so more manufacturing can be moved overseas!!
      
                                        \   /
                                        @   @
                                          !
                                        -----

    the article about more layoffs was in VNS today...  sorry...  didn't
    save it...
    
    					da ve

     Digital - Paints bleak picture: sales off, more layoffs possible
            {The Boston Globe, 23-May-91, p. 59}
            [This is the entire article - TT]
       The chances of more layoffs at Digital Equipment Corp. increased
    yesterday after the Maynard computer maker said sales have not picked 
    up in the current quarter, making further cost cutting necessary.
       Digital vice president Bruce Ryan told securities analysts gathered
    in Cleveland that the company had not seen any improvement in business in
    the United States or Europe.   According to Dow Jones News Service, Ryan 
    said that a large portion of the company's orders come in the final weeks 
    of each quarter, making forecasting difficult. But so far there is no 
    indication of an upturn for the fiscal fourth quarter which ends June 30, 
    he said.
       Ryan said the company plans further reductions in employment, office
    space and employee travel, and more plant consolidations. He did not mention
    forced layoffs specifically, but Digital executives have said previously 
    that they cannot rule out such dismissals if sales remained weak.
       No one from Digital's investor relations office was available for
    comment late yesterday.
       Digital has used combination of voluntary severance plans and
    layoffs to cut its work force by about 8,000, excluding jobs added 
    through acquisitions.
       Wall Street analysts were not surprised by Ryan's bleak assessment.
    "I think that's consistent with what they've been saying," said  
    George Elling, an analyst at Merrill Lynch & Co. in New York. Elling 
    recently reduced his estimate for Digital's fourth-quarter earnings to 
    $1.35 to $1.40 a share from $1.75. That would bring net to $3.40 to $3.50 
    a share for the full fiscal year.
       In last year's fourth quarter, Digital lost $256.7 million, or $2.11
    a share, after $400 million restructuring charge. Digital earned $2.06 a
    share  in the nine months ended March 30, down from $2.65 a share a year
    earlier.   Ryan said Digital had been missing its revenue projections for
    several years and must bring employment and expense levels down to correspond 
    with actual sales. He said the company is budgeting "very conservatively" for
    fiscal year 1992.
    

Finally, Some good news about DEC....

DEC 67 3/8, change +2 3/4; DJIA 2961.31, change +2.45 at 15:05

    re :stock
    I just sold mine!!!
                       rfb

The +3 that DEC went up yesturday is due to the market in general.  Lots of
speculation that the economy is going to turn around soon; so, old stand-by
stocks are being bought up now.  Here in MA, the economy is going no where
but down;  we will be the caboose of the recession, no doubt.

I sold my last purchase of DEC stock right around its most recent high of
81 and change.  We're right about at book value right now.

Looks like we'll be buying (those in the employee stock purchase plan) DEC
stock at the same price as last time.  What was it, $43.25 or so?

JC

looks like we'll be giving back 7/8 of yesterday's 3 point gain. The market is
just about 3000 again, so maybe we'll latch onto an upswing tomorow? I believe
the purchase date is Monday, at $43.25/share.

    re the economy in general
    
    	JC,, housing sales are up0 nationwide about 1.2% last month,..
    but the major reason is that they were up over 47% in the Northeast
    (thats us),
    
    	While I agree that we here in NE definitely have sunk lower
    than everyone else,... I don't think it necessarily follows that
    we will be the last to see the recovery. IN fact, I think we'll be
    the first to see signs of it,... but since we sunk so low,..
    it will be a while before the tree bears fruit
    
    						/
    

    
    DEC stock's at 70!  :-)
    
    

    re .-1
    
    I don't know about impractical, but it might make it very hard to
    get a home equity loan. Most banks will give you equity based on a 
    formula like
    
    (80% of assessed value) - mortgage balance
    
    so, if your house is assessed at $150,000 and your mortgage balance 
    is $90,000, you could get an equity loan for 
    
    (80%*150,000) - 90000 = $30,000
    
    Now, say you bought your house for $150,000 2 years ago and have a
    mortgage balance of $130,000. If your house is currently assessed at
    $150,000 and the banks expect a 12% drop in housing values this year,
    then they expect your house to be assessed at $150,000*88%=
    $132000 at the end of the year. Since $132000 only slightly greater
    than $130000, it doesn't make sense to take out a home equity
    loan for only $2000.
    
    - dave

    New Englander: Hi I'd liek to take out a home equity loan.
    
    Banker:	OK,.. that'll be $10,000 and we'll be even
    
    						:-/
    

    They expect N.E. homes to drop 12% THIS YEAR??  Holy sh*t!  That's a
    terrible forecast.  I know that the market peaked in N.E. around 1986/87
    or so, and has been dropping for the past (maybe) two years.  If an
    additional 12% falls off by New Years, what's the net drop since the
    peak?  Or, maybe a better question, are there any houses in the Central
    Mass area that are under $100K and still a decent size (like a 3/2)?
    
    Housing costs have been inflated in N.E. since the mid-eighties, so I'm
    interested to see how far they'll moderate - no offense to those of you
    suffering by this decline.  My house here in Tampa, which I'm about to
    put on the market, will probably sell for about 3% more than I paid for
    it at the end of 1985.  But that's Florida.
    
    tim
    

   Banks are typically pessimistic, rather than optimistic, when it comes to 
   predicting market values: they have to be, especially given the number of
   S&L's going belly-up for being too optimistic about the markets in recent
   years...

   Fog_who_just_bought_a_house_for_ten_percent_of_what_the_seller_paid_for_it_
   in_1987_which_the_seller_had_invested_around_10K_in_updates_on_top_of_that_
   and_who_made_many_pleas_to_his_diety_of_choice_that_this_slide_has_petered.

    Fog
    
    	You bought it for 10% of what the seller paid in 1987?
    
    	You haggler! Youw! I can't even claim to be *that* good a haggler.
    
    	Or did you mean 10% more,.. or 10% less than what the seller paid
    in '87?
    					Haggling minds need to know
    
    			
    					

RE      <<< Note 92.98 by STAR::SALKEWICZ "It missed... therefore, I am " >>>
                                    -< ... >-

>    	JC,, housing sales are up0 nationwide about 1.2% last month,..
>    but the major reason is that they were up over 47% in the Northeast
>    (thats us),

That is the spring buying fever that caused that.  Check those figures against
last years' figures (or the year before) for the same month and I think 
you'll find that they are lower ... i get the impression that the media is
trying to paint a nice picture of the economy while trying to use the wrong
paint brush.  this is my opinion --- take it for what it is worth ---

I find it hard to believe that housing is going to recover in this state (or
the northeast in general) anytime soon (within, say, 18 months).  As long
as DEC & other companies are downsizing or just scraping by, the realestate
is going to remain flat (people out of work = people with no money = people
not buying houses, new cars, etc).

NE needs to really align itself to the rest of the country.  But, that won't
happen.  I remember the boom days ... one house on our street in Harvard sold
for $350,000 in a few HOURS!!  (3 years before, the 1 acre lot sold for $105k).
there was a time when you could ask $50 - 75k MORE than your house was worth
and you could get it within days!!  Some people really made a killing; others
are looking at a loss today...  that is the breaks for high-risk investments.

JC

    supposedly thaqwt number is in comparison to a year ago...
    
    But why would it mattter? a 47 % increase ovber last years numbers,
    	or over last weeks numbers is a big increase no matter how you
    look at it.
    
    							/
    

>    supposedly thaqwt number is in comparison to a year ago...
 
not sure I believe that.  i'd believe the 47% comes from a comparision
of the previous month.
   
>    But why would it mattter? a 47 % increase ovber last years numbers,
>    	or over last weeks numbers is a big increase no matter how you
>    look at it.
 
yes it is, but compartively speaking to the 'average', we're still behind.

it is good news ... thought i don't expect the trend to continue.    we
shall see..

JC

Whoops. That was supposed to be 10% less than what the seller paid...

I think house sales are up because interest rates _and_ housing prices are
down, and that don't happen too often. This is not neckasa-rilly a good
economic sign; its just a sign that folks like me can now afford their first
home. 

Fog

    I agree.  The "bad" economy and real estate market proved to be quite
    good for my wife and I.  We also bought our first home in March.  It's
    a first time buyers market right now.  Most of the non-first-time
    buyers are looking at losses right now.
    
    It would be nice to know that we bought at close to rock-bottom prices.
    That may mean profit for us, say in 5 years when we plan on moving
    on/up. We were also fortunate that we paid extremely cheap rent before
    we bought a house:  $410.00 for rent including heat and electricity is
    damn cheap!
    
    "One man gathers what another man spills"
    
    dave

	In addition to nodes GR8FUL and SHKDWN, now on the LESPE LAVC
	are nodes: JERRYG, MICKYH, and BRENTM.

	We also have but have not set up nodename BOBBYW...

Yeah, I woke up Saturday morning, turned on the radio and that's the first
thing I heard :^/  Grate way to start the weekend...






Jim

I tell ya folks, DEC and Massachusetts is in BAD BAD BAD shape.  8k people
is a lot, and by some people's estimates, this might not be enough.

The bottom line, in whatever job you have, is:


	---->>>  R E V E N U E  in  FY '92   <<<----


If we don't cut it in FY '92, more heads are going to roll.  The name of
the game for the company is to MAKE money, not lose it.  I'm surprised that
we still appear to be making money with the slowness and competition of
the economy.  Those accounting folks must really have to play some serious
juggling games...

So, if you can think of ways to PRODUCE REVENUE, let it be known!! 

Good luck to all.  Nobody is safe except the Big Man (KO).
JC

	---->>>  R E V E N U E  in  FY '92   <<<----

I think we should have a corporate wide raffle. We could raffle off MicroVAX
System in the first one and then maybe a LN03R in the second and so on and so 
forth. Charge $20 per ticket.

I think alot of people would be interested.

Keep the revenue in the company:-)

Geoff

    
    Has anyone heard of an ombudsman-like person in Digital who would
    assist someone who left the company under the 6/90 buyout?  The kind
    of assistance and direction needed is around benefits.  Phone calls to
    what would seem to be the appropriate people (insurance office, etc)have 
    not been satisfactory.  Frequently the person answering the phone 
    doesn't totally understand the nature of the question because they are 
    new to the department. 
    Carol  

    Can't decide if this should be here or in the bummer note.
    
    My secretary was let go today.  Layed off sounds funny.  She did a
    grate job, and I'm surprised and disappointed at this.  Two sales execs
    and a sales support consultant got hit too, so far.  Most of those guys
    expected it and were prepared, but Gracie was a surprise.
    
    In the mean time, another rep was promoted, in spite of missing budget
    four years in a row, and having the only deal of the fiscal year cancel
    at the last minute.  That might be acceptable, were it not for the fact
    that it's happened two or three times before with this rep and other 
    accounts.  So, the company has a new sales exec (which, incidentally,
    is 5 or ten times more expensive than a good secretary).
    
    Don't let anyone tell you this isn't a political action.
    
    tim
    

    A little more details from our de-briefing:
    
    Roughly 10% of the U.S. field is being let go this week.  Nine out of
    about 100 in sales/sales support for Florida.   156 out of about 1530
    in the South.  No managers in Florida, but don't know about the Region.
    
    Southern States Region was #1 of the five (?) regions, and only showed
    a 0.4% growth in fiscal certs.  I got the impression everyone else
    showed 'negative growth' for the year.
    
    10% is a big chunk.  There's another round coming up in a couple
    months.
    
    

	We'll probably be seeing a bit of RED INK for this past quarter.

	I don't understand why the stock is up 3.675 right now!

    stock is up cause some broket says we're a good buy......
    
    1000 people from the field by the end of the week is the local rumor
    
    
    rich

    
    NYC was hit yesterday too.  
    
    I don't know the percentages, but it's a lot of people, at every level,
    secretaries, reps, execs, managers, vps.
    
    I believe we'll all get hit again at the end of Q1.
    
    

    
    I think you got it a bit wrong on this one Marv...
    
    I don't think that Digital has changed it's face the way you suggest
    (if I understand you correctly that is), rather, the market changed
    it's face three or so years ago, and Digital didn't plan or react the
    right way, therefore management was forced into a position it had never
    been in before. 
    
    You would have seen lay-offs in the 70's if the market warranted it
    (far from the truth), and the same for any time-frame in DEC's history. 
    The fact is that the market supported our growth, and lay-offs weren't
    needed, so they didn't happen.  Yes, Digital capitalized on this by
    saying "We've never had a lay-off in our history", but at the same
    time, it was never corporate policy.
    
    The real reason why I object to your note there is that you said (and
    it sounded to me)...  Digital has changed it's face forever (like we've
    turned into a GM indiscriminantly laying off and hiring more human
    resources when the instantaneous demand warrants it.  Or like we as a
    company no longer agonize over the fact that employees are people, and
    we should do EVERYTHING we can in order to avoid a layoff.)  And by
    saying that I interpreted that your opinion is that DEC won't ever be
    safe place to work again w/ regard to job security.  I disagree.
    
    On the contrary, in our history, job security here was incredibly
    higher than most/any other high tech firm (possible exception IBM), and
    as an employee & stockholder, I find that to be a negative aspect of
    the company.  Please understand that I also value Digital culture, but
    I don't think the culture is being compromised if employees rationally
    look at the alternatives to layoffs and understand that for our long
    term survival in the industry, these steps are necessary.  Don't you
    agree?
    
    I've only been here for 2 years, but that's my cut at it...
    
    Treemon

	Re: the last two...

	I tend to agree with Marv on this one.  Not that I've been with
	Digital a long time, only eleven years, but there have been many
	changes in the past decade.

	I think Marv's right on the point when he says the basic worker 
	is paying for upper management screwups.  Yep, the market changed
	many years - in fact it constantly changes - and Digital has 
	failed to evolve its culture to stay in step.  The more or less
	constant growth (anyone remember the recession of '84?) has 
	allowed us to indulge in a corporate infrastructure that was, and
	is, overly cumbersome.

	And now, like a junkie going into detox, the company is taking it
	on the chin.  At least the average workers are.  Those folks that
	got shown the door are suffering for the bad decisions of the
	officers and senior management - decisions that have been made
	since the dawn of the PC age.

	From my perspective here in the trenches, Digital's main problem
	is management and leadership.

	In terms of management, we have lots and lots.  Damn little of
	which seems to be effective - much of which seems to be counter-
	productive.

	In terms of leadership, this seems to be quite rare here at DEC,
	and from my perspective, it seems that leadership is missing
	all the way to the top...

	Bob_letting_off_steam

    I agree with Marv....this is after 15 years with the company, most of
    them make me proud...I find the fact (and IT IS FACT) that some people are
    being layed off (or whatever) at 3:30pm as they are working on the tube
    with NO prior knowledge, by a Security Gaurd or Personel person with
    not even a thankyou from the manager, down right disgusting.
    Or worse, the manager goes on vacation and delegates the dirty work to
    an "acting" manager. Slime
                              rfb

    
    Bob,
    
    I agree with what you've said about management mistakes in evolving
    with the market, but I'd like to think that once we get out of the
    current mode of hard times (laying off) that things will return to the
    way they were...
    
    Indeed, the people who get effected (hurt) are us workers at the
    expense of mgmt...  After all, have you ever seen a statesperson
    volunteer to resign to help balance the budget?  
    
    I guess I was just reacting to the way Marv phrased it.
    
    Treemon 

    
    I took thye job here three years ago for two reasons. One, technical
    leadership,. two job security.
    
    There may be a lack of leadership within the ranks of Digital,..but
    I'm a "network guru",.. and in the area of networking, Digital is
    a leader, not a follower. I was working for a follower,.. and decided
    to join ranks with the leader. That doesn;t say squat about the
    ability of the comapny's management to lead the corporation, which
    I am not so sure that we have a lack of. I believe that in many areas
    we have effective leadership, and what I think is the problem is that
    in many many more areas we have an overabundance of ineffective
    leadership. Too many chiefs and not enough Indians.
    
    About job security. Back in 87 I started looking for a new job because
    I saw the recession coming and I wasn't sure that my fledgling startup
    "folllower" comapny would make it through. When the offer came through
    from Digital, I grabbed at it. I knew (but couldn't believe) that they
    had never had a layoff. I thought to myself that they would have to
    have one in this kind of serious economic condition. I actually didn't
    even think the economy would get this bad. Anyway, I was not surprised
    to hear that Digital has had to resort to layoffs. You can't wait for
    people to leave when nobody else is hiring or are themselves laying
    off.
    
    The long and short of it for me, from my perspective, Digital is a
    "fat" company. Fat meaning that there are a lot more people than are
    needed to carry on the business at hand. There are too many people who
    have not done a blessed thing for years who are riding out the years
    now just waiting for their pention. Even employess with much less
    time have adopted the countrty club philosophy,... and it really
    makes me wonder what they are thinking. Whether the right people
    are taking the fall or not I can't say. I know its not good to lose
    good workers,.. and if that is happening, thats not going to be good
    for Digital. But there is no doubt that we could lose 25% of the people
    around this country club, and still not lose 1% of our gross.
    
    						/not_a_country_club_member
    
    

    back in 1981 when I joined this Country Club type of place, I had 
    never work for a big company. I was fresh outta school, I still had 
    no idea what a layoff would feel like. now with my 10th year just 
    about to start I still don't know how I feel, it hasn't really hit
    home. Yeah the buy-out came through but we where asked if we would like
    to grab it, so I can't rilly say I made it through a layoff. I was
    hired during a freeze went thu a few wage freezes , up managers playing
    puppeteer with people and someother stupid bullsh*t. But through it all
    I've made something of myself, more then I thought I was able to do.
    
    	In about 5 years from now this might all be gone or we who aren't
    the boss will take over and put some of our ideas to work. This company
    is not the only thing changing around us, the country has changed , we
    were/are still in a war, laws are being force out or down our throats.
    We spend more money in other countries then we do in this country.
    So this is just the begining of the end or the start of something new,
    crying or worrying about change will not stop it. Get out there kick
    some butt do your job like you've never done it before (put the clubs
    away so to speak), vote the jerks out of office or rally for what you
    believe in.
    
    JUST DO IT
    
    Chris

    
    
    Maybe it was the overall tone Marv,
    
    Upon your second note, I realized that there was nothing there I
    disagreed with at all...  In fact, I actually agreed!
    
    It seemed to me that your first note had a flavor of "the sky is
    falling, the sky is falling!"  But maybe then again, being relatively
    new to the company perhaps I don't know what I'm missing...  Perhaps it
    really IS as bad as your note reflected...
    
    All I was trying to convey in my disagreement (if it even was that:^)
    is that a little positive mental attitude goes a long way, and by the
    way, is a much healthier emotion to harbor than dejection and
    frustration.  I'm not saying that we should all turn the other way and
    ignore what's going on around us, rather we should recognize what's
    going on, why it's happening, and use our ENTHUSIASM to get ourselves
    TOGETHER out of this mess...
    
    That's all...
    
    Those who think they can do something are right.
    Those who think they can't do something are also right.
    
    :^) 

    Well we had our share of layoffs here yesterday too, and it was sad.
    
    I've read a number of these notes and must say that it is my opinion 
    that we have entirely too much management protecting other managers.  
    After all, it's far more prestigious to have manager's reporting to 
    you than contributors.  Also, a year after I started, in 1987, the
    "Affordability" task force was started to explore alternatives to 
    return Digital to profitibilitity.  In that year alone, we hired 
    10,000 people!  And, we've continued to hire more each year.  Digital 
    has the lowest revenue per person in the computer industry - we need 
    to take measures to help become more profitible, unfortunately it 
    seems the messages which are often pretty right on at the top get 
    incredibily bastardized by the time they make it down to my level.
    And, I think it would be much better if they could just take the 
    necessary action in a timely fashion instead of holding everything 
    up while they decide what to do, only to find the problem has gotten 
    worse.  Moral suffers pretty much too with all of the "waiting".
    
    This year, they wanted to change the management in the field to 
    an account focus.  In this process, at least in my area, the only 
    change is managers have different titles!  That's not a change at 
    all, at least not as far as I'm concerned.  I'm tired of people 
    protecting their empires instead of doing the right thing for the 
    company.  Also, I do agree with you that people need to work 
    hard and do whatever it takes to get the job done, none of this 
    "not in my job description" bullshit.  We really are not in good 
    shape.  And, I wish they would get rid of the dead wood too.  
    
    I know the layoffs aren't over, I just hope we don't start hiring 
    people again in the interim - that's what really makes me mad - 
    skill set issues aside.  
    
    I know I'm rambling - but it is upsetting and frustrating.
    
    Annie

Well, I see it like the rich man in his summer home.  While the rich man is
enjoying the ocean washing up the beach, james taking him around town,
the maids cleaning up, the butler making dinner, etc. he does not think
about what happens if the cup comes up empty.  Then, all of a sudden, the
rich man loses his shirt.  The hired help goes first.  Then the antique
car collection, then the apartment building in manhatten.  ANd, if he's lucky,
he'll be left with the ocean-front house...

For a long time, DEC enjoyed TREMENDOUS (like, 10 TIMES) profit margins on
the "bread and butter" -- the VAX.  Sales people did not sell, they just
filled out orders.  Demand was killer... lodas of cash flowing in the
company.  Like the rich man, DEC got comfortable, hired more helping hands
as a luxury, not necessarily out of necessity.  

Fierce competition has driven those big profit margins way down.  The
well is drying up, time to let some of the help go...  so, the first to
go is the guy at the bottom of the totem pole; that is the way is always
works...

****

Time for me to bash.  I used to work for an organization called D.I.S.  Now
it is called I.M. & T.  These people work to supprt DEC's business.  I'm
not sure how large this group is, but I'll take a stab at 5,000.  5k people
decide how we're going to do business internally...  having been there,
i can say all i saw was tons, and tons, and tons, and tons, and tons, and
tons, and tons, and tons, adn tons of ***OVERHEAD***.  There was a meeeting
for every little item with lots of people to give there "technical"
opinion.  After 5 hours of meetings, finally, something was actually done.
Nobody had the guts to say, "screw it, I'm doing it w/o going through the
bureaucratic BS."  I actually did this, and just said I'll take the heat.
I did take the heat, and on my review, I was listed as having a weakness
dealing with "corporate mandates and politics."  I left the organization
because i was not begin productive at all... my contribution was buried
under 10,000,000 pounds of bureaucratic bs.

When my new engineering "boss" read my review, he really cracked up over
the weakness..  i told him stories and he would just laugh.  

Right now, being project leader of the #1 most DISLIKED product in the
company (you can guess it), I once again have the pleasure of working
with IM&T.  So far, all they have caused me is a BIG headache.  It takes
them forever to do things that it takes me 15 minutes to do... now, as
and engineer who is constantly on the move, this is a REAL problem.
THese guys have to vote on this, vote on that, and vote vote vote to
get the small things done.  Now, when you're talking 10 people at thje
standard rate of $100k per person, that is 1,000,000 !  ... 1 million
dollars that could be put into PRODUCTs to bring us REVENUE.....

bacjk when we had the bucks, this group multiplied like a virus... there
is so much bureacracy that people like myself have to go through to get
something done that is costs DEC TONS OF CASH.... there are companines
cranking out software in less than 1 year.  Can DEC do this?  NO WAY.
Major things have to change before this happens...  DEC will SINK if
it doesn't change FAST...

for the record, the project i am working on is generating revenue already.
i feel good about this.  now, if can just remove the ()^$*%*(&#%@ procedures,
i could crank out the next version in 9 months...

....  sorry for the long wind.... but OVER MANAGEMENT is the problem in
this company...

JC, 4 years and counting...

    This is a tough arena to make comment because one side of me has to 
    wear the management hat (since I have been a business manager for 
    most of my four years here) but the other side of me puts on the
    reality/perception hat that gets me in to trouble in those oh so 
    wondrful "political arenas" that you must play when you get higher 
    into the management ranks (guess why I decided to do project mgmt)..
    Having only been with DEC for four years you constantly hear about
    "how DEC used to be"...quite frankly I get fed up with the statement
    because ( and probably too simplistic but close to the point) that
    is part of the reason why we are in the mess we are in because of 
    peoples hesitantcy for change (pardon the spelling errors i'm on my
    way to a 9am meeting).  This is at all levels...ESPECIALLY IN TOP
    MANAGEMENT...empires are built, no-one wants to break down walls,
    admit that THEY overstaffed, and then play the "GOOD OLE BOY GAME"
    and all the crap that goes along with it...thus we have 300000 vice
    president types and tremendous redundant efforts.  SOOOOO when it 
    comes time to make cuts guess who pays.  If people were realistic when
    the company was growing and managed it more reasonably when the
    opportunity was there we would not be in this mess...instead people
    got gready with power and we do pay the price.   When you come into
    this enviroment, as I did, and try to point out (and I do feel that
    I do have a strong business background no brag just fact) these 
    perceptions/and facts...people who have fallen into those "empire"
    categories, will make life very tough for you, instead of being honest
    with themselves...you become the scapegoat.  I have always taken the
    position that if my job can be eliminated because things become more
    efficient than I have done my job.  WE DO NEED TO CHANGE but I'm 
    affraid that some of the wrong people will be effected.  I probably
    have made no sense this early in the morning and I could go on for
    quite a bit longer but I hope some has made sense.
    
    rich

re: games people play.

I've also seen this in my old job with IM&T.  THe more managers you have
reporting to you, the bigger head one got.  The more folks you have, the
better.  And, the POWER STRUGGLE almost made me puke!!!  When head honcho
so-and-so walked by, take a step back pick up the trash he drops!!!  People
got sooooo scared of the manager "above" ... really struck me as a lame
work environment.  Right now, i know i can feel free to ask my mgrs' manager,
who reports to a vp [stone] (this comment is to illustrate that our 
organization is somewhat lean compared to others), for some time to talk and
i'll get it.......  definitely a power struggle and the good old "old boy"
network doing its dirty deed.

Digital - Trims US Sales Force by about 1,000
	{The Boston Globe, 10-Jul-91, p. 59}
	[This is the entire article - TT]
   Digital Equipment Corp. yesterday said it delivered layoff notices to as 
 many as 1,000 employees in its US sales force, beginning a fresh round of 
 dismissals, announced in June, that could slash its payroll by 7,000 to 10,000
 over the next 12 months.
   The Maynard computer company has been cutting its work force for two years, 
 but its sales force had so far been left untouched. In fact, Digital 
 transferred about 2,500 workers into the sales group over the past 18 months
 from other jobs that were no longer needed.
   "We over-invested [in the sales force] relative to market opportunities,"
 Nikki Richardson, a Digital spokeswoman, said in explaining that some of those
 2,500 workers would now lose their jobs. She said the cuts would not affect 
 Digital's ability to serve customers or bring in new business.
   Wall Street analysts agreed, saying there was plenty of room for reductions
 in the sales group.
   "DEC's sales force hasn't historically been thought of as aggressive
 go-getters," said David Wu of S.G. Warburg & Co. "The company probably allowed
 some to linger on longer than it should have."
   The cutbacks come as some analysts are expecting that Digital's fiscal 
 fourth-quarter financial results, due out later this month, will be somewhat
 stronger than they previously anticipated. Such expectations have helped boost
 the company's stock, which yesterday gained 1 1/2 to 64 3/4 on the New York 
 Stock Exchange. On Monday, the shares rose 3 5/8.
   " The sense is that it was not an awful quarter, all things considered," 
 said Prudential Securities analyst Laura Conigliaro.
   For the fourth quarter, which ended June 29, analysts forecast a profit of 
 about $1 to $1.25 a share. But they also expect Digital to record a charge
 ranging from $400 million to $700 million to cover the costs of layoffs and 
 other restructuring steps taken during the fiscal year. In last year's fourth
 quarter, Digital lost $256.7 million, or $2.11 a share. The loss, its first 
 ever, included a restructuring charge of $400 million.
   Digital said pink slips were sent Monday to between 800 and 1,000 sales 
 people and their support staff. It would not disclose the number of 
 Massachusetts workers included in that number or the size of its work force
 overall.
   Digital has been forced to rein in spending to offset a slowdown in sales 
 caused by the recession and a shift by users away form centralized 
 minicomputers to desktop personal computers and workstations. In the fiscal 
 year that ended last month, it cut its payroll by about 7,200 through 
 voluntary severance programs and the first layoffs in its 34-year history.
 In the prior year, about 1,800 workers accepted voluntary severance packages.
   In June, Digital said additional layoffs could remove another 7,000 to 
 10,000 workers in the current fiscal year. Rumors have circulated that a 
 wholesale layoff of that size was imminent.
   But Digital officials yesterday said it was unlikely that the pending cuts
 would be made all at once. Instead, they said the company will likely keep
 with past practice, in which a goal for reducing payroll was announced and 
 then actual dismissals followed periodically.
   Though analysts say it is crucial for Digital to slash costs, some worry
 that the piecemeal fashion of the layoffs could disrupt the company's 
 operations.

    It's strange about the big ramp up of sales people that happened a
    couple of years ago.  They made this big push for people, now those
    people are getting layed off.  Didn't I here that company layoffs were
    realized a couple of years ago?
    
    A couple years ago:  Let's get all the jobless and disgruntled within
    their current position DEC people, hire them into sales and have them
    all ready for the future layoffs.
    
    Real negative insight from a 7 1/2 year employee.
    
    I agree with most:  the company will never be the same again.  If you
    don't learn from your mistakes, then...  I also agree the company has
    been fat for too long.
    
    dave

    Yea, I've been hearing a lot about COD people getting hit hard in the
    layoff.  The article says there were about 2,500 of them, and about
    1000 employees layed off.  I wonder what portion of the 1,000 were
    COD.  Supposedly the corporate party line was that COD people were hit
    proportionally, and the field sales organization was cut by 10% (which
    is a hefty chunk, if you ask me).  I wonder if only 250 COD people were
    cut, or if it's closer to 1000, as I tend to suspect...
    
    Any ideas? 
    
    Either way, I think it's a f*cking shame (sounds like a familiar
    line...must be listening to Weir lately :-).  They should have either
    been exempt from the cuts, or offered a package to move them back home!
    
    tim
    

I'm real concerned about a lot of this myself.  I don't like the way its being
handled, but rather than go into that, one of the things I'm worried about
is how our customers (remember them?) are being affected.  In my job, my group
is dependant on support from manufacturing, and to a certain extent other
field groups, to perform our responsibilities.  People are leaving jobs that
directly affect my groups, whose responsibility it is to get material to fix
customer's equipment in the field.  We are encountering delays, confusion
ignorance and I don'tgiveashititis that is, IMO, going to have a serious impact
on customer satisfaction, and I'm quite worried about that.  





Jim

From:	VEGGI::BACHELDER    "See the rainbow in every raindrop - djf" 15-JUL-1991 11:05:31.45
From:	AWECIM::MCMAHON "Patrick McMahon ~ SHR1-4/D15 ~ 237-2445  15-Jul-1991 1105" 15-JUL-1991 11:03:38.96
From:	REFDV1::QUIGLEY "RIS (REFERENCE I.S.) 223-3454  15-Jul-1991 1052" 15-JUL-1991 10:58:25.38
From:	BOOKIE::STERLING "Joanne Sterling DTN 381-1387  15-Jul-1991 1031" 15-JUL-1991 10:34:02.06
Subj:	FYI - DEC and business in South Africa
From:	PROSE::EPPES "Planet foolish this over take will we day one.  15-Jul-1991 1021" 15-JUL-1991 10:29:19.51
From:	ASICS::LESLIE "Andy Leslie | RE02 F/C3 | 830 6723  15-Jul-1991 0827"   
From:	NAME: Alberto FRESCO @GEO           
Subject: A: SOUTH AFRICA - POLICY
To : 	@EUR MGMT TEAM
	@EUR CM
	All GIA 	--> Dick Poulsen's office please forward
	All USA 	--> Don Zereski's office please forward
	All CORP MGMT	--> Jack Smith's office please forward
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
          PLEASE ENSURE WIDESPREAD DISTRIBUTION OF THIS MESSAGE
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

        For many years, Digital has steadfastly refused to do business in 
        South Africa.  As we have discussed over the past year, a great 
        deal of change is underway in this country (e.g. the dramatic 
        reforms leading to the abolition of Apartheid), and it is 
        important that we monitor these events carefully and be prepared, 
        should we decide to deal with this market in the future. 
        
        Tracking and understanding developments in major markets such as 
        this is a routine and important part of our management 
        responsibilities. But the situation remains complex and 
        unpredictable; and our Corporation has not changed its policy 
        concerning South Africa. While Corporate and European Management 
        are studying the South African development very carefully, we 
        persist in refusing to do any business in South Africa until the 
        situation in the country will evolve to the level which will lead 
        us to officially state a change in the current decision. We ask 
        all the staff of the company to strictly comply with the above.
        
        Alberto Fresco
        Country Group V.P. 

 Digital - New Waste Management Excellence Award Program
	{Livewire, Worldwide News, 27-Jun-91}
   A Corporate Waste Management Excellence Award Program will be implemented in
 July to recognize the outstanding contributions and innovative solutions
 achieved by individuals and/or groups toward Digital's waste management
 efforts.
   The Waste Management Program began in July 1989, when the company recognized 
 the need to integrate waste management plans and strategies across the 
 corporation and created the corporate program office, managed by John
 Caulfield. Supported by top management, the program is organized and managed
 jointly by line operations and staff functions, who are directly responsible
 for the outcomes. The organization's projects focus on prevention of waste
 problems by creating opportunities for minimizing or eliminating potential
 waste early in product development and in manufacturing processes.
   Information about the award program and the nomination process may be
 obtained from the Corporate Waste Management Program Administrator, Fred
 Oldfield, MSO2-1/B11, DTN 223-2632 and/or local area management.  

			----------------

   Beginning in July, Digital will formalize a worldwide Annual Environmental
 Excellence Award Program by accepting yearly nominations of plants,
 businesses, programs, processes, products or employee initiatives that should
 be considered for the award. The company's first Annual Environmental
 Excellence Award was presented in 1989 to employees at the Augusta, Me.
 facility to recognize the development of the Aqueous Cleaning Process that
 eliminates chloroflurocarbon (CFC) use in the cleaning of surface mount
 modules.
   "As stated in Digital's 'Earth Vision' brochure, the company has a long 
 tradition of achievement in environmental, health and safety (EH&S)," noted
 Chris MCGill, Corporate EH&S manager. "Today, as the world faces growing
 environmental problems, we have a unique opportunity to provide strong
 leadership in achieving national and world progress in this area. We are
 continually working to meet EH&S challenges, not only within Digital, but
 also with our customers and the community."  
   Information regarding the Environmental Excellence Award program's
 nomination process may be obtained from the Corporate EH&S organization at DTN
 223-8363 and/or your local EH&S area management.

    

The news is out and DEC stock is up -- $71 3/4, up +4 3/4 at 10:05 am today

Worldwide News                      LIVE WIRE

        Digital reports 17 percent revenue growth, improved operating
             results and restructuring charge in fourth quarter

 Digital today announced earnings for its fourth quarter and full fiscal year 
 ending June 29, 1991, and for the second consecutive quarter, posted improved 
 operating results over the comparable periods of a year ago.

 Total operating revenues for the quarter were $3,944,859,000 up 17 percent 
 from the $3,365,275,000 of a year ago.  For the full fiscal year, total 
 operating revenues were $13,911,004,000, up 7 percent from $12,942,523,000 
 last year.  

 For the quarter, the company reported earnings per share of $1.10, up 62 
 percent from a year ago, prior to restructuring charges of $1.1 billion or 
 $8.18 per share.  The periods covered by these charges include the fourth 
 quarter of fiscal year 1991, and will be initiated throughout the current 
 fiscal year.  The cost savings benefits from these actions will increase 
 progressively quarter by quarter.  

 "From the start, we have seen improvements in efficiency grow faster than any 
 other industry has ever seen, and it has been exciting," noted President 
 Ken Olsen.  "However, for the most recent period of slowdown, the 
 improvements have accelerated, particularly in the area of semiconductors.  
 Even though we have had positive revenue growth through this time, it has not 
 been large enough to absorb the resulting extra people and space.  It always 
 hurts to downsize, but that is the cost of improvement and efficiency from 
 design to manufacture, to marketing, selling, and servicing.
    
 "We are encouraged by this quarter's operating results.  The company 
 continues to be profitable from current operations and, while pleased with 
 the progress shown this quarter, we are not satisfied.  We remain focused on 
 our goals of improved profitability and enhanced shareholder value.  Our 
 balance sheet remains strong giving us the strength and flexibility to make 
 the changes necessary to increase market share and take advantage of any 
 upturn in worldwide economies that may occur." 


    				   FOURTH QUARTER ENDED:

    				JUNE 29,1991	  JUNE 30, 1990


PRODUCT SALES	              $2,343,195,000      $2,064,687,000
SERVICE & OTHER REVENUES       1,601,664,000       1,300,588,000
TOTAL OPERATING REVENUES       3,944,859,000       3,365,275,000
COST OF PRODUCT SALES          1,113,891,000       1,034,784,000
SERVICE EXPENSE	                 910,255,000         784,031,000
TOTAL COST OF SALES            2,024,146,000       1,818,815,000
RESEARCH & ENGINEERING           445,572,000         413,356,000
SELLING
 GENERAL & ADMINISTRATIVE      1,281,016,000       1,056,700,000
RESTRUCTURING CHARGE           1,100,000,000         400,000,000  
NET INTEREST (INCOME)/EXPENSE    (16,091,000)        (30,106,000)
INCOME BEFORE INCOME TAXES      (889,784,000)  	    (293,490,000)
INCOME TAXES                     (18,466,000)        (36,764,000)
NET INCOME	                (871,318,000)       (256,726,000)
AVERAGE NUMBER OF SHARES
 OUTSTANDING                     122,986,814         121,780,226
NET INCOME PER SHARE             $     (7.08)        $     (2.11)
NET INCOME PER SHARE BEFORE
 RESTRUCTURING                   $      1.10         $       .68



           OPERATING RESULTS FOR THE TWELVE MONTHS ENDED:

    				JUNE 29, 1991	  JUNE 30, 1990

PRODUCT SALES	               $8,298,515,000     $8,145,491,000
SERVICE & OTHER REVENUES        5,612,489,000      4,797,032,000
TOTAL OPERATING REVENUES       13,911,004,000     12,942,523,000
COST OF PRODUCT SALES           3,905,355,000      3,825,897,000
SERVICE EXPENSE	                3,373,025,000      2,968,529,000
TOTAL COST OF SALES             7,278,380,000      6,794,426,000
RESEARCH & ENGINEERING          1,649,380,000      1,614,423,000
SELLING
 GENERAL & ADMINISTRATIVE       4,471,629,000      3,971,059,000
RESTRUCTURING CHARGE            1,100,000,000        550,000,000
NET INTEREST (INCOME)/EXPENSE     (68,665,000) 	    (111,374,000)
INCOME BEFORE INCOME TAXES       (519,720,000)       123,989,000
INCOME TAXES	                   97,707,000         49,596,000
NET INCOME	                 (617,427,000)        74,393,000
AVERAGE NUMBER OF SHARES           
 OUTSTANDING	                  121,557,705        125,221,526
NET INCOME PER SHARE              $     (5.08)       $       .59
NET INCOME PER SHARE BEFORE
 RESTRUCTURING			  $      3.17        $      4.19


                             Q4 - FY91

PRODUCT SALES...................................   $2,343,195,000
SERVICE AND OTHER REVENUES......................    1,601,664,000
TOTAL OPERATING REVENUES........................    3,944,859,000 
COST OF PRODUCT SALES...........................    1,113,891,000
SERVICE EXPENSE.................................      910,255,000
TOTAL COST OF SALES.............................    2,024,146,000
                                GROSS MARGIN....            48.7%             
RESEARCH & ENGINEERING..........................      445,572,000
SG&A (SELLING, GENERAL & ADMINISTRATIVE)........    1,281,016,000
RESTRUCTURING CHARGE............................    1,100,000,000
OPERATING INCOME................................     (905,875,000)    
                            OPERATING MARGIN....             -23%
INTEREST INCOME.................................      (26,188,000)
INTEREST EXPENSE................................       10,097,000
INCOME BEFORE INCOME TAXES......................     (889,784,000)     
                                PRE-TAX MARGIN..           -22.6%
TAXES (TOTAL FEDERAL, STATE & FOREIGN)..........      (18,466,000)
                       EFFECTIVE TAX RATE.......             2.1%
NET INCOME......................................     (871,318,000)
EPS.............................................            (7.08)
AVERAGE SHARES OUTSTANDING......................      122,986,814



                BALANCE SHEET/CASH FLOWS - Q4 FY91

CASH & CASH INVESTMENTS.........................   $1,924,050,000
ACCOUNTS RECEIVABLE (NET).......................    3,316,677,000
(RE:  A.R. DAYS SALES OUTSTANDING)..............       76    days
INVENTORIES:   RAW MATERIALS........ 360,367,000
               WORK IN PROCESS...... 501,394,000
               FINISHED GOODS....... 733,389,000
                        TOTAL INVENTORIES          $1,595,150,000
PREPAID EXPENSES................................      395,478,000 
DEFERRED INCOME TAX CHARGES, NET................      576,476,000
TOTAL CURRENT ASSETS............................    7,807,831,000
NET PROPERTY, PLANT & EQUIPMENT.................    3,777,830,000
TOTAL ASSETS....................................   12,028,494,000
SHORT TERM DEBT PLUS CURRENT PORTION OF LTD.....       23,344,000
TOTAL CURRENT LIABILITIES.......................    4,209,641,000
DEFERRED TAX CREDITS NET........................       45,010,000
LONG TERM DEBT..................................      150,004,000
TOTAL LIABILITIES...............................    4,404,655,000
STOCKHOLDER'S EQUITY............................    7,623,839,000     
BOOK VALUE PER SHARE............................         $  61.18 
CAPITAL SPENDING (ADDITION TO PP&E) - QTR.......      191,590,000
CAPITAL SPENDING (ADDITION TO PP&E) - YEAR......      737,548,000
DEPRECIATION & AMORTIZATION ....... - QTR.......      226,930,000
DEPRECIATION & AMORTIZATION ....... - YEAR......      828,560,000
NON U.S. REVENUES ................. - QTR.......    2,494,756,000
                                                 or           63%       
NON U.S. REVENUES ................. - YEAR......    8,379,935,000
                                                 or           60%
TOTAL EMPLOYEE POPULATION APPROXIMATELY.........          121,000 
                                                        w/Kienzle   

Up 2 1/2 right now.

    
    It is good news.  Quarterly profits of 300M after a restructuring charge 
    of 1.1B is not too shabby.  
    

CASH & CASH INVESTMENTS.........................   $1,924,050,000
TOTAL EMPLOYEE POPULATION APPROXIMATELY.........          121,000 

Hmm, thats $15,901.24 per employee. I'll take mine via direct deposit, please.

That should at least get rid of the excess taxes the company pays on interest 
income..

:-)

    Yup ... read this morning's paper.  9000 more Digits will be looking
    for work real soon.
    
    ... Bob
    

    
    I think that's a low figure.  1.1B is a LOT of money.
    
    :-(
    
    

	I think we'll see more than 10k people laid off during the next
	fiscal year.

	I also think that the first quarter of this fiscal year is not
	going to be the best ...
	

	Hey, I just saw an application we've been running over here for two 
years run on an Ultrix box. Sheesh, the damned thing went like Greased
lightning!!  I'm chucking my CAR for more Vaxstations and getting us a 5000 or 
two. To heck with VMS!

Fog_whose_tired_of_three_day_installations,_too.

    no way man you ever try UGII in Ultrix ! it f*&^%$ b*&^%$, Im sticking 
    to my 3100 with VMS......yuck poo gag eeek dultixs
    
    
    Chris

Sold you can be Fog but there are alot of trade-off's with Ultrix!

OK, so the installation (appears to) only take an hour or two ... and then you
have two days of "set up".  Especially if you want to really "grease your
lightening".  Then let's not forget about the security, or lack-thereof and oh
yeah, the theory that all unix based machines are alike ... portability
shmortability, I'm tired of this hype!  Give me VMS anyday but even past that
if you want to see quick installations and nifty, fast-running applications
come up here and let me show you the half dozen Tandy's I have running in my
lab!!  

Lisa_whose_also_tired_of_the_similarities_in_the_differences

I just got model 76 upgrade to my VS3100 model 30.

This is an 8 VUP machine and has made an INCREDIBLE difference in performance.

This box will run either VMS or Ultrix!!

Worth checking out!

	~dave

    Hey now,...
    
    	We have enough religous discussions going on in here,.. 
    lets not start a VMS vs. Unix war in here ,... please...
    
    	PRETTY PLEASE?!?!?!
    
    
    						/who_hears_enought_of_this
    						everyday_to_make him_/sick
    

One thing about U*IX is that there isn't anything comparable in VMS to
pipelining.  Since I've started to learn U*IX there have been quite a few times
that I wanted to do something in VMS and couldn't.  It ain't too bad once you
get used to it.

		Dave

Slash, I don't think its fair for you to ask us not to argue about something
just because you heard it all already. Lets just admit it, VMS stinks. 

Fog_whose_rilly_had_it_with_this_operating_system.

Fog you suprise me.... making such a one-sided subjective statement as
"Let's just face it, VMS stinks".  That is precisely the type of negative,
defeatist attitude that drops the ball on opportunities before anything good
can come of them.  Let's just close our eyes on the world and kill VMS, is that
what you are saying?  OR, are you just venting your spleen at us with no real
intention of doing anything besides complaining?

Hey yetto, what the F does my spleen hafta do with better pipelining????

Hmmm?

    Hey Fog ... you know what you can do with your pipeline ...
    
    ... actually, come to think of it, I guess you already did ...
    
    ...		^!^
    		`-'
    			... Bobbb
    

I'll leave anatomy out of this when the Ultrix programmers  stop using the
names of yuppy puppies in thier common command set (ref: bif) as well as
other such clear and intellegent commands as grep, eyacc (hey, wasn't he a
character in Winnie the Pooh? :-), id, ypwhich, cat, egrep, fgrep, gripe,
nice, psxref, ... shall I go on?

:-)

Oh you guys are just mad because U*IX is making VMS obsolete. :-}

		Dave

Fine. you just be content with your "Help Help More_help" command. I bet when
you're in a traffic jam on your way to see the Dead at Foxboro, you roll down
your window and ask "Is this the way to the deadshow?". Ah ha ha ha!

Fog

pms?  HEY!  I resemble that remark once in a while!  :-) ;^) :-)

OK, when I am lost on rt 1 I will roll down my window With Confidence
and ask directions because I Know that someone will be able to give them
to me if I simply ask.

:-)

	Just so you don't think I've turned into somekind of ASSHOLE or
something, lemme explain.. 

	I've been having a rough day. You know, just a lotta pressure and 
frustration, and I bumped into the Lil' Thang in the hall, and she unloaded a 
ration of kaka onto me about her frustrations and pressures., so I said, hey, 
what should we do about this? She suggested we start a fight in grateful to 
unload some of this crap.  Worked great. I feel much better. I'm leaving now; 
think I can face the rest of this day with a smile, now. Thanks for your 
unwitting participation, and hope we didn't set off any hot buttons!


Thanks, all

Peace, fog.

Yes, thank you all - our respective spleens feel much better now.  :-)

    hey I still don't U*ix on my 3100 for UGII ! it rilly does s*ck....
    but thats not a DEC deal more a Mcdonnell Douglas / DEC deal
    
    	they do run UGII in U*ix but I just dont like it.....
    
    BTW, Fog told me jump into the fire ! Ha I don't feel any different ?
    
    Chris

Whelp, the Bad vibes just came around again...


Got home to find tix to Series II MSG in my mailbox; section 300 behind stage...

:-(

					:-/

									:-) !!!
Fog

    oy
    
    dis is woise than the real thing!
    
    Alls I can say is if you people think you can debate the eternal VMS
    vs. Ultrix question,.. you should see some of the meetings that go on
    at some higher levels...
    
    oy oy oy
    
    Unix will never make VMS obsolete,.. but it may make DEC obsolete.
    The trouble is that the market is saying UNIX,... but they're not
    saying DEC. VMS competes with nobody. VMS pays your salary because
    we seel lots of it at nice profit. When a customer decides to leave
    VMS and go to UNIX, the chances are only 1 out of 8 that he will
    come back to DEC for a UnIX/ULTRIX offering. FWIW, Risc/Unix was
    supposed to put VMS out of the workstation biz by now. The results for
    FY91 showed that we sold ~28,000 U* workstations and ~37,000 VMS
    workstations. The margin on the U* workstations is just slightly
    higher than zero,.. but the margin on VMS is high. That high margin
    is one of the reasons VMS workstations can't compete on a price
    perfromance basis,.. but it is also what paid your salary :-/
    
    All in all... I get sick when I think about what this means for DEC
    in the long haul. VMS will live on even if DEC dies,.. and so will UNIX
    of course. VMS would become a subject for third party support contracts
    (anybody want to open a consulting business??)
    
    						/
    
    
    
    	PS But none of this dismisses them two spleen-ventors from their
    	   just due,.. coming to a note near you soon! :-}
    
    	ahahahahah
    	^^^^^^^^^^maniacal /laughter
    

RE:     <<< Note 92.172 by STAR::SALKEWICZ "It missed... therefore, I am " >>>

	Jes to set the record straight, I have no preference for one OS over
	another. Its my understanding that the vendors who provide open 
	systems will be the winners in the next decade, and it wont be a matter 
	of choosing VMS, Unix, or what when most OS's are moving towards
	connectivity, platform-independance, etc. Seems to me VMS and Unix both
	have a place in the future of computing...

>    supposed to put VMS out of the workstation biz by now. The results for
>    FY91 showed that we sold ~28,000 U* workstations and ~37,000 VMS

	Hmm, innerestin. I wunder how many of those sales were in-DEC, tho. 
	If jes one in ten employees obtained a vms werkstation in FY91...    

>    	PS But none of this dismisses them two spleen-ventors from their
>    	   just due,.. coming to a note near you soon! :-}
    
	Uh oh., I kin see the headlines now: Incenced Slash Acerbated by 
	Borish Slash Bashing Bites Back Bitterly with Blood Boiling Ire.  :-)

Fog

    
    
    DOS rules!!!!!!!!!!!!!!!!
    
    ;^)
    
    Hogan

    
>    DOS rules!!!!!!!!!!!!!!!!
 
	HAHAHAHA!  :-)  In my job I have to test on many different software
	platforms, VMS, Ultrix, SCO Unix, OS2 and DOS plus all those wierd
	pdp thingies....  All of them have thier advantages and disadvantages
	to me (the user and the test engineer) but I will say a couple of things
	about DOS.  #1:  It was the easiest to learn,  #2  you pick up LOTS
	of bad habits from using it (you can typically find me not caring
	after I format c: because it only takes 5 minutes to install NOT a
	habit I want to have when I am using VMS or Ultrix!)  ;^/
   
Lisa

I'll take VMS anyday...

If you like pipelining and stuff like that, you could write a program in
VMS to do it...(matter of fact, something like this may exist already).

Ever try yanking a memory board out of an Ultrix machine (while it is
powered-off) and then rebooting it?  Reconfigure time.  

Let me jump into the U*IX vs. VMS fray much to Mr. /'s dismay :)

I've been using a mips based workstation for the past 4 years.
As a side job I manage a large mips server with 21 diskless mips clients.
As a my real :) job I do software test tools development for a non VMS based
machine.  

No problems.  I use VMS for mail and for notes because I don't particularly
care for the alternatives with windows on the ultrix side although I admit
to never having tried mail with windows (I dislike notes w/ windows).

I like ULTRIX and I like VMS.  As time goes on I am getting less and less
schizophrenic.  Instead of in the beginning when I had all my ULTRIX
commands aliased to DCL equivs - I now have all DCL's equated to the ultrix
equiv...this to avoid disaster when changing from window to window.

It's all in what you like,  but most importantly if the people buying the 
stuff wants A then we can't continue to force feed them B.  That's how come
companies like SUN suddenly come to life in a major way (can't get it here
but lookie here...)

fine if you don't like it - but I'll take both.
bob

    Well, I've mostly used VMS, but I've tinkered with Ultrix/RISC too. 
    I'm very fond of the Ultrix shell(s), but damn, that MIPS box is a
    screamer!
    
    I guess the gear head in me comes out when I see something run 10 times
    faster on the same size box.  I just think the Ultrix user interface
    (aside from Xwindows) is gross.  Too much black magic for my taste...
    
    But it's like arguing which text editor is best, or some other
    topic like religion or politics.
    
    So it goes.
    
    tim
    

    Hey bobo
    
    	Why should that reply be to my dismay?
    
    	After all,.. I already have a few othe religions I subscribe 
    to.... I don't need VMS or UNIX to complete my sense of existence.
    
    	I have no loyalties to either. I've hacked both,... and it
    all sort of blends into one for me now,...
    
    	They are more similar than they are different,... once you get
    past the cosmetic or user level stuff...
    
    							/
    
    PS 8*p
    
    		

     <<< Note 92.179 by STAR::SALKEWICZ "It missed... therefore, I am " >>>
>    Hey bobo
>    	Why should that reply be to my dismay?

Why Mr. /?  Because you asked us not to start a religious war (tm).  

and I just had to add my thoughts....s

bob

>>    PS 8*p
    
:)  		

    oh,.. never mind!
    
    :-)
    
    						/
    

    

    I received the following message, accompanied by a request to `pass it
    along.'  Please do not reply to this message.

    If you are currently a member of DCU, or are considering joining the
    credit union, you may be interested in the following.


-intermediate headers removed-

Subj:	 DCU introduces new monthly fees from back door

In your recent DCU monthly mail, You might have seen a pamphlet describing
two great ways to have checking account with DCU, and new rate information.
The whole idea of this pamphlet is to try to draw your attention away from
the fact that now you will have to pay some monthly fees if your balance
drops below $1000 for any day of the  month. This is something you
never expect from a credit union. 
	Their argument is that there is a large number of inoperative accounts,
and the cost of operation of those accounts have to be paid by all members.
They can charge some fees on these accounts but instead of doing that,
they are going to impose a flat fee on all accounts with balance less than
$1000.
	You may or may not have heard that DCU's president recently ran 
away with 70 million dollars. We will now be paying on behalf of that president
in the form of monthly fees and increased fees on most other services.

	Credit unions are usually supposed to be well managed financial
organizations who offer low cost services to their members. 
	
	If you think that you should not be paying a monthly fee, I urge
you to go to DCU and voice your protest. All you have to do is to say
that you oppose this new change. They will write up a complaint form with
whatever you say. It will be a five minute task on your part, but if all
of us go there individually, and spread the message around, they will
be flooded with complaints and will have to take this fee away.

	The charge for checking if your balance drops below $1000.00 is $2.00.

	The interest on $1000. deposited in RSVP for a month is about $4.00.

	I guess if you live in Mass, you get used to this sorta thing. :-/

    
    I think it's bullsh*t.  Who keeps a checking account balance at or
    above $1000 on a regular basis?  The fee's not even waived if you have
    any account with $1000 in it, like a lot of banks do.  Not to mention 
    that ATM fees are going up too.  Unless you use a DCU ATM.. of course 
    there isn't one in NY but why should that matter, right?
    
    :-/

>	You may or may not have heard that DCU's president recently ran 
>away with 70 million dollars. We will now be paying on behalf of that president
>in the form of monthly fees and increased fees on most other services.

Grrrrrr ....

Greed rears its ugly head once again ....

I am upset by these proposed charges.  Someone has suggested writing letters or
complaining in person to DCU and threatening to remove your account if these
fees are not rescinded.  You can write to:

Mary Madden
Communication Dept.
PKO5
141 Parker Street
Maynard, MA 10754

send by USPS or interoffice mail..

I've already prepared a letter and will be mailing it shortly.

adam

    Well, I guess that I'll take that check for the sale of my house and
    find another bank to deposit it in, eh??  Not to mention closing my
    existing account...,
    
    ML

Someone in another notefile made a good point. The whole point behind a credit 
unioin is that it is run by it's members. With this in mind we should consider 
fighting this and if the board doesn't listen to their members can'em in the 
next election. 

I've heard of two more easy ways for the members to voice objections:

1) The DCU as set up a complaint line.  If enough people complain they will
   not execute the new charges.  

   The number is DTN:223-6735 ext: 207, and the person name is Mary Madden

2) The moderator of the DCU notes, BEIRUT::DCU (KP 7 to add to your notebook),
   is solicating open letters to DCU management. Put your letter in note 255.

Let your voices or bit and bytes be heard!! ;-)

:-Chuck

RE:           <<< Note 92.186 by EZRIDR::SIEGEL "Frank Zappa in '92!" >>>
                                 -< complain! >-

>Mary Madden
>Communication Dept.
>PKO5
>141 Parker Street
>Maynard, MA 10754

The ZIP CODE should read:  01754



btw, i do keep my checking account over $1k so I don't have to run around
trying to find $$$ when things like mail order comes around (when these
things do happen, it may dip below $1k).

    JC..RE your btw....you should go into the loan business
    
            rfb (who ain't got a penny to his name)

No thanks rfb!!

Perhaps I could go into the loan business for dead tix.  lemme see, for every
$250, I get one ticket as interest!

:-)

              <<< BEIRUT::R7XBOK$DIA0:[NOTES$LIBRARY]DCU.NOTE;4 >>>
                                    -< DCU >-
================================================================================
Note 258.15             1990 DCU Annual Report Questions                15 of 15
GUFFAW::GRANSEWICZ "I'M DCU and you're not."        110 lines  21-AUG-1991 11:10
                            -< DCU Auditors Report >-
--------------------------------------------------------------------------------
    
    [Permission to forward this note to other DCU members is granted.
     Please be aware of the fact that many of the statements and
     evaluations contained in this reply are my personal statements and
     evaluations based upon my examination of DCU financial reports and
     conversations with DCU senior management.]
    
    
    I meet with Harry Goralnick, DCU Director of Finance & Operations for
    1.5 hours yesterday afternoon.  We covered many of the topics being
    discussed in this conference but my primary objective was to review the
    1990 auditors report for DCU.  The auditors report contain many notes
    which explain several of the key financial figures on the DCU
    statements.  There were are least 10 notes but the one I was primarily
    interested in was the note for loan losses.
    
    Anybody reading DCU financial statements MUST have access to these 
    notes to properly interpret some of the figures.  As a matter of fact, 
    it is the exclusion of these notes from the DCU Annual Report brochure 
    which prevents the auditors statement from appearing in the annual report.
    This is according to DCU.  And it would make sense because the notes
    are where the real information is.  I was not able to get a copy of
    this report, just read it.
    
    The report confirms suspicions we all have concerning DCU and the
    recent scandal with Mangone.  They are instituting fees to generate
    additional revenue to cover the losses already incurred and that are
    going to be incurred due to the default of $18,000,000 of participation
    loans approved by the Board of Directors.  These loans were brought to
    the Board by Mangone and according to Harry Goralnick, the Credit
    Committee had no part in their approval.
    
    In 1990, DCU took a loss of $2,696,000 on some of the participation
    loans.  In this same time period, losses by "members" was $283,000. 
    The loss by members was .0012% of loans outstanding.  The increase in
    delinquency cited by DCU so frequently of late definitely applies to
    the participation loans.  Is .0012% a high delinquency?  I would have
    to say not based on the following statement by Claire Beaudoin
    (Chairman DCU Credit Committee) in the 1989 Annual Report:  "As news of
    a troubled financial marketplace surfaced in 1989, DCU reported a
    consumer and real estate loans delinquency rate of less than 0.1%, one
    of the lowest amony all banks thrifts, and credit unions."
    
    The very next sentence is indeed ironic: "Our conservative lending
    practices, especially in real estate secured loans, have kept this rate
    in check."
    
    I would like to point out the way the previous breakdown was done by
    the auditors.  It is VERY important in my eyes.  Delinquency for 
    participation loans was reported seperately and all other delinquencies
    to "members" was accounted for.  This CLEARLY indicates that these were
    loans to non-DCU members.  These were NOT investments.  These were
    loans.  Loans which were to trust companies and which did NOT go
    through the normal loan approval process of DCU.  As loans to
    non-members, these loans violate DCU Bylaws.
    
    DCU also repossessed property totalling $6.6 million in 1990. 
    Commercial real estate totalling $2,562,000 and land totalling
    $4,131,000.  The fact that DCU loaned money for raw land is appalling. 
    This is the highest form of real estate speculation.  Many financial
    institutions require a very high degree of borrower equity in raw land
    before lending money for such purposes.  If you wish to see how strict
    they are, I suggest you call any bank and see.  DCU's Board of
    Directors loaned DCU money to non-DCU members for real estate
    speculation.  This was done at a time when almost all statements coming
    from DCU contained statements concerning the credit unions conservative
    lending practices.  But this conservative lending practice was indeed
    occurring, to you and I.  (Well, not actually me, their terms were
    never good enough to even apply.)  These participations brought to DCU
    by a member of it's senior management (Mangone) were NOT held up to the
    same scrutiny that a regular member's application would have been. 
    Merely having all the paperwork neatly filled in isn't enough.  DCU
    never VERIFIED any of the information through independent evaluations. 
    When I asked Harry about this, he stated that these evaluations were
    expensive and may cost up to $5000.  IMO, when you're dealing in millions,
    $5,000 is a good investment.  Again, DCU did NOT follow sound business
    practices IMO.
    
    The 1984 Annual Report contains the NCUA rating of DCU.  It is #1.  I
    asked Harry for the current NCUA rating of DCU and he said it was not
    for public disclosure.  He stated DCU got grief by the NCUA for disclosing
    that piece of information in the annual report.  Now why would that be? 
    As a customer who is going to deposit a life savings in a financial
    institution, I would like to have access to this rating.  Does anybody
    know where I can call to speak to somebody in the NCUA?  I know people
    in here in the past have had some dealings with them.  I feel I must
    confirm this.
    
    	Latest Satements of Condition from DCU:
    
    				Loan Losses	Delinquent Loans (2-6 months)
    				-----------	----------------
    	January			$ 30,005	$   885,339
    	February		 201,248	  7,961,018
    	March			  33,900	  8,801,520
    	April			   7,998	  9,760,978
    	May			   4,380	 11,533,859
    	June			  99,069	 10,683,797
    				-----------
    				$376,600
    
    	Current Allowance for Loan Losses is $3,264,891.  Look to see
    massive transfers from Equity to the Alloance for Loan Losses over the
    next few months.  DCU may try and spread these over this year and next
    though.  August statement is due out this week.  I can hardly wait. :-(
    
    Looking forward to seeing everybody at the BoD forum tonight.
    
    Phil

Just cancelled my DCU.  When asked why (on the termination form) I stated 
tersely,

"new fee schedule"

Bill

  from 5-Sep-91 Livewire Worldwide News
  
  Jim Osterhoff announces intention to leave the company 

  Jim Osterhoff, vice president, Finance, has told the company that he has 
  made a personal decision to leave Digital and pursue other interests.  Jim 
  will continue in his current capacity for the foreseeable future.  The 
  exact date of his departure has not yet been determined.

  There is no immediate replacement for Jim.  It is anticipated that the 
  company will initiate a search, looking both within and outside the company.

  "We certainly wish Jim success in his future pursuits.  He has played an 
  important role in the development of a strong financial organization within 
  Digital," said Ken Olsen, president.  "This group has been instrumental in 
  leading the company through dramatic improvements in technology, great 
  increases in productivity and challenging economic times.  As a successful 
  organization, they will continue to position Digital for the future."

  Jim has been with Digital for nearly seven years.

	Hmm, maybe I'll apply for his job.  Lemme see, finance...

	$1,000,000	dead shows

	
:-)

    Been with the company nearly seven years....that's about when we were
    really on a roll.
    
    Now that we're in the dumps, it's time to bail out, I suppose.
    
    Then again, our fiscal controls (or the lack thereof) are what have
    really clobbered us.  Maybe we can get someone new who can really clean
    up this mess.
    
    oh  well,
    tim
    

RE:                 <<< Note 92.196 by SCAM::GRADY "tim grady" >>>
                                    -< BFD >-

       
   > Now that we're in the dumps, it's time to bail out, I suppose.
    
   > Then again, our fiscal controls (or the lack thereof) are what have
   > really clobbered us.  Maybe we can get someone new who can really clean
   > up this mess.
    
   
      I have a suspicion that cleaning up this mess is what he wanted to do
      a long time ago and finally got fed up with the resistance.  The guy
      is very well respected amongst the financial community and I wouldn't
      be surprised to see some negative reaction from Wall St as a result of
      his departure.




    Jim      

	Actually, I am quite quite pleased to see Mr. Osterhoff depart
	the company.  His entire attitude has been "improve short term
	profits by cutting expenses once again".  My quotes, not his.
	Not to say that when he came on board there wasn't room for
	improvement, but my own belief in the way to improve financial
	performance is through improved productivity.

	So now, having squeezed us as much as possible so that he can't 
	continue to show all the wonderful improvements just by cutting
	some more expenses, I suspect he's moving on to find another
	victim.

	Then again, my attitude that a company's first and foremost 
	obligation is to its customers, followed closely by its 
	employees, and only way out there on the distant horizon is any
	immediate concern for the stockholders in particular and Wall
	Street in general, is anathema and blasaphemy to those worship at
	the great altar of Wall Street.

	And of course, I don't have much hope that any financial officer
	of this company would hold views similar to mine...

	Bob

    >> Then again, our fiscal controls (or the lack thereof) are what have
    >> really clobbered us. 
    
    I don't think it's a simple as that.  Our fiscal controls (or lack
    thereof) are a natural result of the way Digital has organized itself
    (or lack thereof) to do business.
    
    In order for a company to exert fiscal controls, there must be a common
    vision which each and every employee in the company can use as a focus.
    There must be a means of prioritizing our spending practices, and a
    common set of rules that ALL cost centers and business units can use as
    a guideline for keeping our goals on track. Digital has no such vision.
    Each department ... every product manager ... develops their own personal
    set of guidelines, and that is what is used as a model by THEIR
    particular employees to prioritize fiscal control.  The end result is
    that massive amounts of money get spent moving different parts of the
    organization in different directions ... kind of like a team of horses
    trying to pull a cart, but each in their own direction.  The net motion
    is not optimal, and usually not in the desired direction.  Work
    frequently gets done more than once, by different departments, because
    of the "not invented here" syndrome.  Different parts of the company
    compete against each other, rather than cooperate ... and the result is
    that too many projects get cancelled after a lot of money gets spent,
    and in the end we have nothing to show for our efforts except a lot of
    frustrated employees and another reorganization.
    
    It's going to take a lot more than a VP of Finance to change that, no
    matter WHAT his personal philosophy may be.  It's going to take a
    fundamental change in the way Digital does business with itself, from
    one department to another.  We must learn to adopt the fundamental
    concept that we ALL work for the same company.  Unfortunately, that
    must come from the top.  And with all these different VP's instituting
    different visions of where we need to go, I just don't see that
    happening.
    
    I don't know whether to laugh or cry when I hear our marketing types
    talking about "integrated solutions".  I experience firsthand, every
    day, the effort (or lack thereof) that goes into just trying to get two
    or more departments in this company to try to integrate their own
    products into a system that our customers will want to buy.  Typically
    this involves more politicking than engineering ... and the end result
    more often than not is less than it could be.  Three different systems
    will each want to implement their OWN mounting scheme for the same disk
    drive, rather than work together to produce one scheme that they could
    all use.  Documentation folks in different parts of the company work
    with software tools that are not compatible with each other, defeating
    the advantage of on-line publishing.  Support folks argue about service
    strategies and threaten not to support each other's products, rather than
    work together to come up with a common strategy that they can ALL work
    to. This all needs to change if we ever want to remain competitive in
    today's environment.  Our leaders need to define a common vision that
    puts the COMPANY's welfare ahead of that of the Business Unit.  We need
    to institute policies that discourage PBU's and cost centers from doing
    things that make their own spreadsheets look good, but in the end cost
    the company money.  We need to find a way to simplify our own products
    and policies so that our customers and our employees KNOW where we're
    heading, and have some rough idea of how we intend to get there.  Only
    then will we see productivity rise to the level that currently exists
    in our competitors' organizations.  Only then will we see random fiscal
    practices being drawn into line with the organization as a whole.  Only
    then will we see our bottom-line profits fall into some semblance of
    predictability.
    
    Sure "Digital has it now".  But if we'd act like we all belong to the
    same company we could have had it two years ago ... and at a fraction
    of the cost.
    
    ... Bob
    

	I hear ya Bob!

	I see it where I work to.  Lots and lots of managers enjoy playing
ego games with their peers.  Often, one has to wonder if they really know
who is paying their salary.

	I don't know how we continue to turn a profit.

There is an informal meeting for all DCU members to meet and ask questions of 
the DCU Board of Directors TODAY in Maynard.  This was done a few weeks ago 
and the discussions lasted for 3+ hours.

It is from 5:30-7:30 in PKO5 (the DCU Admin Bldg) in the DCU Cafeteria on the 
3rd floor.

See note 335.30 in PEAR::SOAPBOX for details.

Scott

I  don't know if it is a result of last night's meeting (didn't go) but there 
are sign in the DCU here in MRO4 this morning that the the checking account 
fees scheduled to go into effect on 9/29 "will not go into effect at this 
time."

Scott

Our own TreeMan made it to "Digital This Week"!  There's a picture of him in a
group of DISDP graduates on Pg. 5 of DTW.

Congrats!

adam

	TREEMON !!

	You're outta DISDP???  amen, eh?

    
    Wow,
    
    Such a brush with fame and glory!  Haven't seen it yet...
    
    Just think Carol...  You too will be among the celebrities in just one
    short year!!!  :^)
    
    Thanks for pointing it out Adam...
    
    Treemon_who_in_the_same_vein_as_previous_dechead_celebs_will_sign_any_
    copies_for_a_modest_feeeee_!
    
    ;^)

    
>    Treemon_who_in_the_same_vein_as_previous_dechead_celebs_will_sign_any_
>    copies_for_a_modest_feeeee_!
	
	You oughtta charge them Tree!  I gave away *1* copy for free
	and the damn ingrate sent it back to me!  ;^/ 
   
    ;^)

one more thing about the disdp picture.

when i was in it 2 yrs back, out of all the dudes in the class, i was the
only one NOT sporting one of those things men wear around their neck.  i
was proud to be different!  ....

What a shocker it was when I scoped out this Backup logfile. Didn't take me 
long to figure out exactly what happened: My login.com, which invokes the zippy 
quote generator was invoked by the batch job; no wonder so many login.com files 
have that If f$mode() .nes. INTERACTIVE statement in them!

he heh he...

:-)

Fog

$!
$! This DCL command file is SYS$COMMON:[SYSMGR]SYLOGIN.COM.  It is executed
$! everytime a process is created (e.g. someone logs in, a batch job runs,
$! or a network connection occurs from a remote system) because the logical
$! SYS$SYLOGIN is defined to be this file.
$!
$ SET NOVERIFY
%SET-W-NOTSET, error modifying SPICE$DUA0:
-CLI-E-IVDEVTYPE, invalid device type - specify a mailbox device
%SET-W-NOTSET, error modifying SPICE$DUA0:
-CLI-E-IVDEVTYPE, invalid device type - specify a mailbox device
%SET-W-NOTSET, error modifying SPICE$DUA0:
-CLI-E-IVDEVTYPE, invalid device type - specify a mailbox device
 
Clear the laundromat!!  This whirl-o-matic just had a nuclear meltdown!!
 
Job BACKINC3 (queue SYS$BATCH, entry 417) holding until 14-SEP-1991 04:00
%BACKUP-E-OPENIN, error opening USER3:[SPECS3]DECW$CALENDAR_FILE.DWC;1 as input
-SYSTEM-W-ACCONFLICT, file access conflict
%BACKUP-E-OPENIN, error opening USER3:[SPECS3]DECW$SM.LOG;38 as input
-SYSTEM-W-ACCONFLICT, file access conflict
%BACKUP-E-OPENIN, error opening USER3:[SYSEXE]PAGEFILE.SYS;1 as input
-SYSTEM-W-ACCONFLICT, file access conflict
  PECKAR       job terminated at 13-SEP-1991 03:59:57.50

  Accounting information:
  Buffered I/O count:            1402         Peak working set size:    1410
  Direct I/O count:              1136         Peak page file size:      3946
  Page faults:                   1443         Mounted volumes:             0
  Charged CPU time:           0 00:00:15.28   Elapsed time:     0 00:01:15.82

    re .-1
    
    I picked up the first Zippy book while in SF and lo & behold it was the
    source of all (as far as I can tell) of the quotes!  Now I know why
    Loni Anderson's hair should be legalized!
    
    How can I add new quotes to the file?  How can I make my screen display
    a tumblin' load a'wash so I can unravel the mysteries of the universe
    as revealed by dirty socks and Downy???
    
    Jamie

HELLO KITTY gang terrorizes town, family STICKERED to death!

    During the DVN broadcast, KO was talking about engineering groups
    needing to 'sell' their products to the sales force, using clear
    and simple terms, if they wanted to be successfull.  He said women were
    particularly good at doing this.
    
    tim
    

	I know one thing, if DEC got me to customer sites, I would be in a 
position to engineer a better product.  But, they like to keep me here, behind
my desk, cranking code out while marketing folks and managers visit customer
sites.  Customers don't want to see marketing people, they want to see
engineers!!  By visiting customer sites, I believe I could cut marketing out
of the loop for my particular product, because I would begin to learn what
they wanted in the next version.  But no, have to do it the old, slow, 
bureaucratic-bogged-down way.  I believe marketing has a function, but for a
product that is established, I fully believe customer visits are the best
way for engineers to know what to put in subsequent versions.  All this 
bureaucratic BS to get products out the door @ DEC is the reason why we fair
poorly against other software houses. ...  companies writing security software
(i work on a security product) are carnking out new versions every 6 months
while our next version won't be for another 9 months...

I agree with you JC, and I'm in marketing (please go easy on me ;^).  I know 
there are some engineers in the company that do get out in front of customers 
on a fairly regular basis and it is very "healthy", for the customer, for the 
engineer, and for DEC.  Sounds like it doesn't happen enough though.  BTW, most 
marketing people at DEC that I work with are engineers (I won't go into the 
pros and cons of that though).

BTW, I am one who hates the politics and bureaucratic hoops one must jump 
through on many occasions to get things done around here.

Scott

JC, not to flame or anything, but KO & DZ's message was clear: its _your_ 
responsibility to make the contacts and sell your services as an engineering 
group to the accounts. Its not gonna happen for you, no matter where in the 
company you are, and if you _don't_ give a clear message to the account (ala 
the example of CALS yesterday) you will lose in the long run.

Our group provides support to several design engineering groups. We have
absolutely nothing to do with marketing, sales, or the field, yet our org went
out on its own and made direct contacts with customers in our areas of
expertese and were able to leverage sales. All the messages we have been 
getting are positve, about our charter, our funding, and our headcount.

As an aside, what struck me as the most important message from the DVN 
broadcast yesterday was this little quip from KO (paraphrased):

	"If you want job security, become an expert on UNIX"

My two cents...

Fog

JC - You could work on gettin' your project represented at DECUS as well.  Give
a talk on secure systems...come party with ME!!!!!


	~dave_in_the_services_booth

    Prob,.. you doin' Anaheim?
    
    Me too,.. :-) :-)
    
    Anybody else?????
    
    									/
    
    PS does this mean we will miss the JGB at Worcester? I know I should
    	know the dates of all my plans and stuff,.. but,,... the circus
    	is in town and I can barely see past tonight!
    
    

	I'm doing Anaheim, too.  No, we needn't miss JGB at the Centrum, since
that takes place in the prior month.

Mark

Yep, Anaheim!

Tentatively, I'm staying at the Residence Inn (got my reservation already...
hint, hint).

Two GRATE folks to share tunes and times with!  What about Treemon???

	~dave

I'd love to go to DECUS and I have expressed interest in going.  But, they
will probably end up sending some non-engineer person instead.... seems to be
the way it has always worked during my career at DEC... one can only lobby
so hard before becoming a pain in the butt........

I will keep at 'em though, and if I can go, I'll be psyched to see everyone
out there.  hell, i've never been to california.

it also depends how far we are in out engineering program here.  if i can't
afford to take time out for decus, i'll be hangin' low in littleton, ma.

not sure what kind of both we'll have for decinspect -- perhaps one booth for
all of our security products.

jc

    
    Don't know about Anaheim yet Prob...
    
    I may not have time to go actually, with our group's resources, and the
    time-frame we've got to get our associated products out, every day's
    gonna count around here!
    
    Hope I make it though...
    
    Treemon

    I'm going to DECUS.  I'll be giving talks on Pathworks for DOS,
    especially wr.t. MS-WINDOWS.
    
    Won't be staying at the Residence, they say it's too expensive for
    the current guidelines....
    
    It's not the JGB concerts we have to plan around for DECUS,
    it's the Mickey Hart show (tentatively 7-Dec in Boston).
    I'm going to make sure I fly out Sunday so I don't have to miss it.

    
    I'm not sure if this has been posted, but I know there is a lot of
    stuff going on with the shows and moose killings.  Here at DEC, I have
    been getting a lot of rumor mail messages about Ken Olsen will announce
    resign Oct. 6th.  Mitsubishi will buy Digital for some big bucks. 
    There will be 17,000 employee layoff with 2 year buyout package.
    
    Has any one else heard these rumors??  or is it just in HLO??
    
    	Ken 
    

    Sounds like a bummer Rumor
    Ken Olson would not resign on a Sunday
    
    A Friday would seem more appropriate
    
    A 2 year buyout sounds absolutly spectacular though!

Ken's leaving to play keyboards, and some harmonica, on Elvis' Reincarnation 
Tour

Mitsubishi is actually just a front (to get around the feds) for Howard Hughes
who is not deceased but rather has been living in a trailer park with Marilyn
Monroe in Waco, TX


I received 8 different messages with this rumor contained. Don't folks have 
anything else to do and if not, at least be creative (plausible or sarcastic)
when formulating rumors.

j

    I thought Ken had a secret deal with Howard Hughes and Amelia Earhart
    about some space mission to Mars to photograph the 50-mile Elvis face.
    
    Scott
    

(FORWARDS DELETED)

+---------------------------+TM
|   |   |   |   |   |   |   |
| d | i | g | i | t | a | l |        I N T E R O F F I C E    M E M O
|   |   |   |   |   |   |   |
+---------------------------+

					From:	______ _______
					DTN:  	________
					Mail:	___________
					Dept:	Resignation Control
					Enet:	Adios::Amigo  
					Date:	____________


      Subject: Another Resignation

      *****************************************************************
                            INTERNAL ANNOUNCEMENT

                  PLEASE COMMUNICATE TO YOUR DIRECT REPORTS
      *****************************************************************


      We regret to announce that _______ ______ has decided to resign 
      from Digital. ________ has made many significant contributions to 
      the Company in his/her ___ years of service.  He/she will clearly
      be  missed.

      _______, through his/her excellent business acumen and
      collaborative and  caring management style, has earned the respect
      and friendship of  many employees at all levels of the Company. 
      He/she has made many  major contributions to the overall growth
      and success of Digital,  specifically in building the ________
      organization into a  leadership industry standard.


      Since joining Digital in ____, _______ has held several key Senior 
      Management positions including ________ _______, _________
      _______, ______ __________, _________ ________, and _________
      _______.

      Please join me in wishing _______ the best in his/her future
      endeavors.                
                               
      Sincerely,

      _______ _______

      V.P., 
      Digital Resignation Control

	I'd love to become a programmer for the Dead organizaton!!

Whoever designed the computer system Healy used to set up the PA
in Boston Garden must have known a thing or two.
I've never heard the Garden sound so good!

    
    I still think the Dead organization could use a librarian to help them 
    index stuff and organize stuff and make shrimp w/brown rice curry tour
    food(TM). 
    
    carol

    
    In our building, security is making the rounds and removing YES ...
    REMOVING the most recent copy of DIGITAL Today.  Apparently a major
    misprint ....  perhaps the attached will give a clue ..
                                                         
    
           <<< CNOTES::DISK$SHADOWS:[NOTES$SHADOWED]DIGITAL.NOTE;3 >>>
                          -< The DEC way of working >-
================================================================================
Note 1627.4                          TFSO 4                              4 of 27
SHALOT::BOUKNIGHT "W. Jack Bouknight"                11 lines   7-OCT-1991 11:08
                -< See "digital TODAY" articles (Oct 7 issue) >-
--------------------------------------------------------------------------------
    For those of you who have access to it, DIGITAL Today's lead article
    is titled "U.S. Field Downsizes".  Basically, it tells about the U.S.
    Field organization's second phase reductions of approx. 700 employees.
    
    A companion article in the same paper "Downsizing Questions Answered"
    gives more detail and answers to questions that might be asked.
    
    Both articles were written by U.S Communications.  Both apply only to
    what's going on in the U.S. Field organization.
    
    Jack

re < Note 92.231 by CIVIC::ROBERTS "Solyent Green is People" >

>    REMOVING the most recent copy of DIGITAL Today.  Apparently a major
>    misprint ....  perhaps the attached will give a clue ..
                                                         
>    Field organization's second phase reductions of approx. 700 employees.
    
	I don't get it - so whats the mis-print?  We aren't downsizing?
	7000 not 700?

	Josh

    
    I don't know the problem as all the papers have vanished . I was hoping
    someone in the Digital Notesfile would shed more light on it.  
    
    c

    
    Not all the layoffs that were supposed to happen yesterday actually
    happened.  I'm not sure exactly which groups have been postponed, but
    we're hearing something to the effect of layoffs of all "technical"
    people have been pushed back.  I believe technical is supposed to equal
    software, sales support resources, etc.
    
    At least that seems to be what's happening in NYC.
    
    

	One thing about Digital, it is impossible to get a straight answer
from anyone on the layoff deal.  You ask one person, you get 7,000.  You ask
another person, you get 10,000.  And yet another will say 14,000.  Does 
anyone _really_ know ?

    The Shadow knows....

    and it's not tellin'...  :^)

Well, I'm convinced that nobody knows what's going on around here ( I think
the shadow got the package..)






Jim who tries to remain positive about all this, but is having a tough time
doing so.

    
    This is what we've been told:
    
    That due to the fact that there are many, many pre-sales openings
    throughout the company, the planned layoff for software/pre-sales
    people only, was postponed.  These folks will all be put into one
    corporate cost center, and will be given one month to interview for the
    open positions.  At that time, those people who have not found new
    positions will be layed off.
    
    FWIW, the layoffs that were scheduled for other groups, i.e. sales,
    admin, etc., are taking place this week.
    
    Why whoever figured all of this out couldn't figure it out a week or a
    month ago is beyond me.  I know someone who had been targeted to be let
    go this Monday, and was called by his boss at home late Sunday night
    and told about the postponement.  Talk about last minute.
    
    

>Jim who tries to remain positive about all this, but is having a tough time
>doing so.
    
    
    Jim, you forgot your underscores!  Watch it, the big axe is swinging!
    
    Boris

    So, I'm sitting in a boring quarterly communications meeting for
    the SCO Quality group and, what's this? we have to watch a film
    on safety. So I put on my Siskel and Ebert hat and watched da ve
    give a gut-wrenching, angst-drenched performance as a drug-crazed
    axe murderer walking down the hall who gets bumped by a hapless
    pencilneck who's carrying a cup of coffee WITH NO LID ON IT!!
    I won't reveal the gory details of what happens next except to
    say that the next person to walk down the hall slips on the puddle
    of coffee (and, presumably, blood and human entrails) as da ve walks 
    away shaking his head. 
    
    What's next for this modern-day Rick Springfield?

Re; someone asked about a chemical spill in Acton

A friend of mine that works at AKO said he was dismissed due to the chemical
spill for the day.... looks like Acton/Nagog...

Gross.

[forwards removed]

The following is an editorial from the October 7 issue of DIGITAL REVIEW.


DEFYING CONVENTIONAL WISDOM

Ask any computer pundit about the future of VMS and you'll get a grim
response -- it's too late.  Despite Posix compliance, despite RISC price/
performance and even despite DEC's intention to license VMS to its rivals,
VMS' fate is sealed.

NONSENSE!

Today, VAX/VMS systems represent an extraordinary installed base -- on the
order of 400,000.  Computer Intelligence, among other companies, tracks
U.S. VAX sites.  If user sites were abandoning the VAX in favor of Unix
hot boxes, Computer Intelligence's surveys would reveal a decline in VMS
systems.

Although Computer Intelligence has tracked such a decline for a number of
IBM systems, it hasn't recorded any such trend for the VAX family.  In fact,
Computer Intelligence's data shows a distinct growth pattern for the
popular VAX 4000.

As for desktop Unix systems, growth rates like last year's phenomenal 44
percent are over.  This year, the growth rate for desktop Unix-based systems
should drop to the 20 percent range as the high-end technical workstation
market quickly matures.

And what about the commercial desktop market?  The contest between high-end
PCs running Windows and low-end Unix based systems isn't even close.  The
suite of applications running under Windows is four times the size of all
the applications written for Motif and Open Look combined!  And in the wings
is Microsoft's 32-bit Windows running NT on the Mips RISC chip.

All this leaves Unix vying for the data center server market, where VMS
is strongly positioned with its system and file services.  This strength
is reflected in DR's most recent plan-to-buy study, in the responses we
received from 792 of our readers, each representing a unique VAX site.
One of the survey questions was, "How important is Unix in selecting a
computer system?"

On a scale of 1 to 5, where 1 was a categorical imperative for Unix and 5
was cavalier indifference, those ranking Unix's importance as 5 were just
short of an absolute majority.  In fact, the number of VAX-site buyers
who were indifferent to Unix outnumbered those who were Unix-driven by a
ratio of 4 to 1.

It's a sure bet that VMS will be around for a long time yet.

Jack Fegreus, Editor in Chief

    re .241
    
    :^) :^) :^)  personally, i liked the fight scene better...  i was
    much more into my character...  it's so much simpler when the director
    provides proper motivation for a scene...  :^)
    
    				da ve_the_thespian_back_from_his_illness

    I wasn't sure if that was you in the fight scene, but I guess it
    was!

From:	GUFFAW::GRANSEWICZ "Phil DTN 264-1680 TTB1-2/B1 pole 2A3  04-Nov-1991 
1953"  4-NOV-1991 20:49:06.67
To:	DCU_INTEREST_LIST
CC:	VOLUNTEERS,GRANSEWICZ
Subj:	DCU Special Meeting Information


    [Permission to forward or post this mail is granted.  However, the
     original mail header and names at the end of the message must be
     retained.  The contents of the mail may be shared with any DCU member.]


							November 4, 1991


	--- DCU Special Meeting ---

	   The special meeting will be held on Tuesday, November 12, 1991 at 
	7:30pm at the Sheraton Tara Hotel, located at 1657 Worcester Road 
	(Rt. 9 Westbound side) in Framingham, MA.  Directions are at the end 
	of this message.  It is recommended that you plan on being there as
	early as possible.  When we called the Sheraton Tara to find out the
	name of the room, they informed us that DCU had requested they give 
	out no information.  DCU refuses to disclose the name of the room or 
	its capacity.  So if you plan to attend, the earlier the better.

	   Though DCU denies it, two seperate sources have told us that DCU
	has asked its employees to attend the meeting.  DCU employees can also
	join the credit union.  One of the above sources has also said that
	DCU employees have recently been given raises.  The timing of the
	raises and the request to attend the meeting is highly suspect.  If
	any of this information is true, it is very important that AS MANY
	DCU members AS POSSIBLE attend the special meeting.  There are still
	many DCU members that are not aware of the importance of the meeting
	and the reasons for it.  You can help by forwarding this message to
	others as well as by speaking to others about the meeting and its
	importance.  If we are to affect positive changes at DCU, we will
	need the strong support of many DCU members.

	   A couple of frequently asked questions have been "What is the
	quorum for the meeting?" and "What identification do I need?".
	A quorum for the meeting is 15 DCU members.  We should have no
	problem with having that many people there.  As for indentification,
	any picture ID that matches your name on file at DCU will get you
	into the meeting.


	--- DCU Special Meeting Attendance ---

	   Thanks to all who responded back to GUFFAW::GRANSEWICZ stating 
	whether you could or could not attend.  If you have not replied back, 
	please do.  We are trying to guage our strength at the meeting.

	   For those people with joint accounts, DCU has stated that only the
	primary member may vote at the meeting.  We have received conflicting
	messages as to whether the other person will be allowed into the
	meeting or not.  If you have any questions at all concerning who 
	can vote or get into the meeting, you should call DCU at 
	DTN 223-6735, ex. 207.


	--- DCU Special Meeting Carpools ---

	   Many people responded back stating that they could drive people to
	the meeting.  If you wish to ride with somebody, please send mail to
	Jim Syiek (LJOHUB::SYIEK).  


	--- DCU Fun & Games with the Membership ---

	   Besides not disclosing the room name and size, asking its employees
	to attend the special meeting (even though DCU employees have been 
	instructed not to discuss it), DCU has also been up to some more 
	questionable activity.  They refuse to post the special meeting notice 
	in the branches.  Many believe reminders of such a significant event 
	for the credit union should be posted.  But they have complied with
	the legal requirements of mail notification.  But it was shocking to 
	find that they tried to block its posting on VTX LiveWire and DTW,
	Digital Equipment Corp. communication vehicles.  Mark Steinkrauss,
	Chairman of the Board, sent mail instructing that only DCU submitted
	notices may be posted.  When asked, DCU refused to submit the notice
	for posting.  After discussing the situation with the DEC people 
	responsible for LiveWire, they decided to post the notice of the
	special meeting, regardless of DCU's wishes.  We commend them for
	doing what was right.  We can only point to this as yet another
	example of DCU's BoD trying to control information to the detriment
	of the membership.

	   DCU also refuses to comment on whether or not their lawyer
	will be present, has commented that cameras and recording devices 
	will be prohibited from the meeting, and won't even commit yes or no 
	to voting on the issue of the Board by secret ballot.  Additionally,
	they won't disclose whether or not an independent auditor or observer
	will be present, won't comment on who or where a parlimentarian will
	come from, and has at the last minute commented that the meeting
	will be conducted using "the credit union's standing rules" in
	addition to Robert's Rules.  It is also worth noting that, while it
	is within the bounds of propriety, Mark Steinkrauss will be chairing
	the meeting which determines his fate.

	   In one day I received two calls from DCU members that did not work
	for DEC anymore.  Seems they had contacted people they still knew at
	DEC to find out who they could talk to about the special meeting.  They
	had called DCU headquarters as the meeting notice instructed and were
	given misinformation.  They were told that only 200 signatures were
	needed to call the special meeting, not that 1220 WERE SUBMITTED.  I 
	guess that misstatement fits better with DCU's line that this is all 
	because of a few people.  But even worse, when the caller asked for 
	the name of the person who submitted the petitions, the official DCU 
	spokesperson outright lied when she said she didn't know.  Needless to 
	say the DCU members were not pleased when I told them that DCU was 
	well aware of who submitted them.  Information packets were sent to 
	the two people who called.  They were very appreciative.  I called the 
	DCU person in question and requested that she not misinform people 
	who call for information.  She had no comment.  We have since been 
	told that this person will be giving out her personal opinion to 
	callers who request it.  If DCU refuses to give out facts, should it 
	be giving out opinions?


	--- DCU Interest List ---

	   If you received this message via forwarding and wish to be added to
	the original distribution list, please send mail to GUFFAW::GRANSEWICZ.
	Please include your location with the request.


	--- DCU Notes File ---

	   For more information concerning DCU, please try to read BEIRUT::DCU.
	It is a very busy conference lately so you may have some trouble
	getting to it.  If you get "Network partner exited" messages, it is
	because the maximum number of people are accessing the conference at
	the time.


	--- Future Messages ---

	   Many people have been requesting more information about what the 
	issues are with DCU.  Due to the heavy interest in the subject, the
	DCU notes file has been hard to access.  Over the next week we will
	send out a series of messages detailing the issues with DCU's BoD.  


	--- "Small group" ---

	   The DCU Board of Directors has been trying to guage the number of 
	people involved in this effort since it started.  It is in our best
	interest for them to continue to believe that we are a small group
	of people.  The fact that we submitted 1220 signed petitions didn't
	seem to mean much to them.  This message will reach thousands of 
	DCU members at over 42 different sites.  We are not a small group.
	We also have many site volunteers that have helped gather signatures,
	post bulletin board notices, create documents detailing the issues
	with the current Board, etc.  All of these volunteers stepped forward
	and were not solicited.  Please come to the special meeting to send
	a clear message to the DCU Board of Directors; WE are DCU.
	

        Regards,

        Phil Gransewicz 		Christopher Gillett
	Ron Boyan			Dave Garrod
	Bill Kilgore			Bob Ainsley
	Paul Kinzelman			Wes Plouff
	Ron Roscoe			Bryan Williams
	Beverly Chase			Paul Wierzbicki

	And Many Other Concerned Members of DCU 



Directions to the Sheraton Tara Hotel, Framingham (508-879-7200):
    
	   From 495:
		Take the Route 9 EAST exit.
		Go several miles, (through 3 lights) you'll come to the
    			Mass. Turnpike entrance.
		Go another 1/2 mile to a light and make a U-turn.
		Go by the El Torito mexican restaurant.
		The Sheraton Tara Hotel is on the right, just after the Mass.
    			Turnpike off-ramp.
    
	   From Rt 128:  
		Take either the Mass. Turnpike west or Rt. 9 west.
		Follow the directions below.
    
	   From Masspike:  
		Get off at Route 9,  (exit  12)
		Follow sign directing you to Route 9 west (Worcester).
	    	After getting on Rt. 9 west, the very first entrance on your 
			right will be for the Sheraton Tara.
    
	   From Route 9  (East of Framingham)
    		Follow Route 9 west
		Watch for the El Torito restaurant on you right. (you're close)
		Just after the Masspike off-ramp, the very first entrance 
		on your right will be  for the Sheraton Tara.
    

Note:
    Due to traffic on Rte. 128 at rush hour, it is recommended that
    New Hampshire attendees approach Framingham from Rte. 495.
    
    Along the same line, it might be easier, simpler or faster to get on
    the Mass. Turnpike from Rt. 495.  (keep going past Rt. 9 exit off of
    Rt. 495, it's about a mile further south on Rt. 495)
    Head towards Boston and you'll be getting off at the very first exit.
    You'll give Mass. a $.50 contribution I believe but traffic on 
    Rt. 9 can be heavy.

    The Sheraton Tara is a very large hotel that has a medieval castle
    appearance, just like the one in Nashua NH.

    For those wishing to grab a bite to eat before the meeting, there are two
    places very close to the Sheraton Tara.  The El Torito (mexican) on Rt. 9
    west about 1/4 mile before the Sheraton Tara (just after U-turn in 
    directions above).  Beware of the Giant Chimichanga though.

    About 200 feet after the entrance for the Sheraton Tara, there is a Ground
    Round.  You could probably walk to it after parking at the Sheraton.  
    Otherwise you will have to make some U-turns on Rt. 9 to get back to 
    the Sheraton Tara.

    If you are more into fast food, heading WEST on Rt. 9 (from 495) for 1
    mile will bring you to a Burger King.  It is at the first light.  If you
    make a U-turn at that light you will be heading towards the Sheraton Tara
    (about 6 miles) and a MacDonalds (about 1/2 mile).

The DCU Special Meeting is tonight at 7:30 at the Framingham Tara Hotel on Rt.
9 near the Mass Pike ramps.  I urge DCU members in the area to attend.  On the
agenda is, among other things, a vote for rescinding of the lame $2.00 a month
charge for checking accounts with less than $1000 balance.  Hopefully, we can
return to free checking, as it has been since the creation of the DCU.

thanks,

adam

    I was gonna put this in the DISNEY notes file, but hell, I don't know
    anybody over there, and it's more fun to tell friends.
    
    Since the start of the new fiscal year, I've been going over to see the
    Disney World account every two weeks or so.  Most of their computers
    and staff are in a big facility off in the boonies of Buena Vista and
    not in the park...but yesterday I needed to go see some people at the
    Disney Scientific Systems division.  They run the attractions (i.e.
    'the rides').  Their computers are actually in the parks, and in
    particular in the EPCOT Computer Central exhibit.  Visitors can see the
    computer room through a big glass window (along with some superimposed
    'ghost effect' animation projected on the window, similar to the
    Haunted House special effects).
    
    Disney has security comparable to the defense contractors in the area. 
    Better than some of them, in fact.  I mentioned this to one of the
    staff people, and joked that after all, the defense contractors are
    only looking out for national security.  If someone sneaks into Disney,
    they're out 33 bucks! ;-)
    
    The backlot access to the facility is via a tunnel entrance at the
    'rear' of the EPCOT park, behind the World Of Energy (Exxon) exhibit. 
    I got to spend the afternoon hanging out in the EPCOT Computer Central,
    checking out the equipment - got a mini-tour from the staff guys.  All
    of the attractions are operated from this room, using these odd-looking
    continous loop, 24-track, 2-inch tape systems.  They're really funky
    looking devices, and from a distance they appear to be old CDC disk
    drives - you can see them all from the exhibit audience.  There are no
    reels, and the tape never rewinds (too much stress on the tape), but
    simply feeds into a large, vacuum cavity in the top of the device, and
    then feeds back out at the other end.  Hard to describe, and a very
    peculiar design.  Most of the stuff is analog, the tapes are used to
    synchronize timing pulses that are sent to the Show Control Devices,
    the so-called Audio-animatronics, with the audio tracks on the same tape.
    
    They have a whole room full of these things.  Also, every night EPCOT
    has a laser/fireworks show, which is completely automated -- no human
    intervention at all.  The lasers, fireworks and audio are all
    controlled by a couple of MicroVAX II's (running VMS), controlling the
    show by sending timing signals to Motorola 68000's that shoot the
    lasers, light the fireworks and play the audiotapes.
    
    All of the Motorola's, or Show Control Units (SCU's) are downline
    loaded with standalone C programs that are triggered by the MicroVAX
    II's.
    
    Grate fun.  I'm going back this afternoon.
    
    tim
    

    Tim...neat stuff and thanks for sharing...I was also under the
    impression that Unysis had a bunch of stuff there as well...is this
    true|?
    
    rich

    thats cool Tim, say Hi to Mickey ! I'd love to live at Disney !!:')
    Epcot is a great place, I went there last year and I never got enough
    of the park.....if ya can go to the France area and try the Elephant
    Ears in the bakery shop !
    
    Chris

    Sperry used to have a bunch of stuff at Disney, but when the merged
    with Burroughs to form Unisys, Disney got nervous and switched a lot of
    the big stuff to IBM.  IBM shot their foot off, though, so WDW just
    switched to Amdahl.  They still have a bunch of Sperry PC's, but Compaq
    is moving in.  I thought that it was odd, and somehow if there was ever
    a Macintosh customer, this would be it!  Nope.
    
    Most of the rides are controlled by old DG stuff.  Novas and Eclipses
    on the older ones.  The touch-screen directory services at EPCOT are
    VAX 11/750's runing BSD 4.1 (really old).  Bell Labs put that stuff
    together back in the early '80s, and they're stuck with it because it's
    so device specific to the touch screens that they can't even upgrade to
    BSD 4.2 or later, much less to a newer box!  So much for Unix portability.
    They don't even run TCP/IP.
    
    Overall, I was surprised at how old a lot of the technology behind the
    Experimental Prototype Community of Tomorrow (EPCOT) was.  The VAX
    4000-200 I was working on was the only new stuff around, and it was
    practically idle!  They run their Motorola cross compilers on the
    MVII's, mostly.  Cheaper licenses.  Most of their technology is as old
    as the park - 10 years.
    
    That's not to say they're entirely out of step.  They do use newer
    technology on new developments, hence the 68000's and the VAX 4000. 
    Everything they do for the parks is one-of-a-kind, though, so they
    don't "re-do" anything unless they have to.
    
    Disney is planning a real live working community.  I think they're
    calling it Discovery Village or something like that.  People will
    actually live there.  I have a feeling that's gonna be some expensive
    real estate, though!
    
    BTW, both Disney and Universal Studios are having special free
    admission for kids 12 and under between now and Christmas.  Just in
    case anybody out there is thinking of going soon...  That was in today's
    local paper.
    
    tim
    

>    Most of the rides are controlled by old DG stuff.  Novas and Eclipses
>    on the older ones.  The touch-screen directory services at EPCOT are

Maybe that explains why the "It's A Small World After All" ride broke down
while Lydia and I were on it.

Rilly.  It was just like the skit on Sat.Night Live, if you ever saw it.  All
of a sudden the ride stopped, but the music kept on playing, and the dolls
kept on rocking back and forth, and a tape loop kept repeating "remain in your
seats, the ride will continue shortly ...."  It was horrible.  Luckily the
dolls didn't attack us.

- Dave

    For some reason, Small World always seems to break down.  I think they
    do it on purpose there.  They do stop the ride for handicapped access,
    but you always hear about people who got stuck for a half hour or more,
    to the point where they were seriously considering suicide...
    
    A couple weeks ago a kid was taken to the hospital with critical
    injuries as a result of being dragged behind one of the chairs in the
    haunted house.  She was apparently jumping from chair to chair and
    missed.  Probably a scientific experiment on her part that simply went
    awry, no doubt. ;-)  It may be a small world, but it's not THAT small.
    
    tim
    

>    but you always hear about people who got stuck for a half hour or more,
>    to the point where they were seriously considering suicide...
    
	My mom threw onto that ride when I was nine years old. It didn't break 
down, but I considered committing suicide anyways: on the normal run through 
that course, the song is repeated at least a half a dozen times...

	WDW was a bummer that one and only time I was there (1970). Everything 
was either croke or under construction. Except, of course, the monorail, which 
wasn't a ride, but mom tried to convince us it was...

Normal? Me? Uh huh. yup.

 I haven't been to WDW, but went to Disneyland in Calif a bunch of times..I
actually enjoyed Small, small world...I thought it was fun and happy, but I
admit that if I ever heard that song again I was gonna scream or do something
equally as frustration venting.





Jim

>              <<< Note 92.254 by SPICE::PECKAR "Not the Mama" >>>
>                        -< Scarred for life by WDW! >-
>	WDW was a bummer that one and only time I was there (1970). Everything 
>was either croke or under construction.
    
    Well, no wonder, Fog.  WDW didn't open until a year later (1971)! ;-)
    How did ya get in?
    
    Yea, I remember when it first opened too.  It was a hassle.  It was
    also a LOT cheaper...
    
    tim
    

RE:              <<< Note 92.256 by SCAM::GRADY "tim grady" >>>
    
>    How did ya get in?

	Heck I dunno, I wuz nine years old at the time. I suppose I musta 
followed myself right in...

Seriously, tho, Maybe I was a test marketeer? Or, maybe I was ten?  :-)

    This ones for Jim H.// and le petite poop who I know would be
    proud of me for entering this,..
    
    
    And a one
    
    	.. Its a small world after all...
    
    
    								/Bill
    

    can't remember where I heard  this this week (under the influence of
    Nyquill) "It's a third world afterall"...with lyrics that were right
    on.

    Hey Jim I think I can get you the chords and words for small world...
    
    after all itsa...
    
    rich

 Hey, great idea...I'm working on Peggy O, but I'll set that one aside for
a bit!



 Jim 

    
    December 1st employee stock purchase price:  $53.75
    
    

Re: stock

I was hoping for a price in the 40s ... oh well.  Sell 'em today and make
~ $10 /share!

    I guess a lotta people are trying to do that.
    Investor Services' voicemenu has been busy most of the day
    and the stock is down 2 3/4 already.

+---------------------------+ TM               INTEROFFICE MEMORANDUM
|   |   |   |   |   |   |   |
| d | i | g | i | t | a | l |
|   |   |   |   |   |   |   |
+---------------------------+

4 DEC 91


To:  All Digital Employees


              DIGITAL SHREWSBURY (SHR3) HOSTS COMPUTER BUS
              ---------------------------------------------                 

The Massachusetts Community Relations group, which is part of Corporate 
Community Relations, will be sponsoring the Computer Bus in Shrewsbury
(SHR3) during the month of January.
       
The Computer Bus program is unique at Digital in that it is the only program 
that gives a 100% grant towards equipment and training for selected non-profit 
agencies.  The program has had widely acclaimed success in Massachusetts and 
New Hampshire since its inception in 1983 and has been extended to Maine.  
Seven agencies servicing the Shrewsbury and Greater Worcester areas will be 
program recipients.  Each agency will receive a DECstation 212LP and a printer. 

The participating agencies are:   

      - The Worcester County Food Bank-Shrewsbury
      - Shrewsbury Community Services
      - Greater Worcester Habitat for Humanity
      - Abby's House - Worcester,
      - The Rape Crisis Program of Worcester
      - Oak Hill Community Development Corporation-Worcester

This program provides visible evidence of Digital's commitment to 
strengthening community/business relations.

The French River Educational Center, a non-profit educational service provider, 
in Oxford, MA, has had a long-standing relationship with Digital to provide 
training to program recipients.

Employees are welcome to come aboard the BUS, for a tour during lunch 
(12:00 noon to 1:00 p.m.) when classes are not in session. The instructors, 
Jane Robertson and Paul Neslusan, will be happy to answer any of your questions.
   
We are proud to sponsor the Computer Bus for the first time at Shrewsbury.
If you have any questions, please feel free to contact Rebecca Kneeland,
DTN 237-2904 or Nugget::Kneeland

The Bus will arrive on December 30th and will be stationed at SHR3 for the 
month of January.


Barbara Sarkisian Arthur                       
Mass. Community Relations


                      Digital Equipment Corporation

"Valuing People, Technology and the Environment"


          

    I know of a small business college with a computer lab
    where students could use some DEC products.  I figure DEC 
    periodically makes contributions to educational institutions 
    in one way or another.  I'd appreciate hearing from anyone who
    knows anything more about it.
    
    KenB  

    
    
    My high school (Westford Academy in Westford, MA) had a PDP-11 and a
    bunch of VT100's when I took my first programming class my senior year
    in 1981-1982.
    
    I went to college at Purdue and majored in Computer Science.  Towards
    the end of my stay there I remember seeing a sign that listed all the
    contributers to the Computer Science program, and DEC was one of the
    major contributers.  The last couple of years I was there we were using
    VAX's....I remember seeing the DEC machines in the labs there.
    
    Hogan

The "Corporate Contributions" department is in the phonebook.
For 'program inquiries' call 223-9210.

    
    Hey da ve! Maybe you could call that number for a campaign
    contribution!
    
    :-)
    
    

    nope...  i had already decided that i would accept no contributions
    except from individuals (and even those would be capped at $1000)...
    i see this as being an important element to my campaign...
    
    this is one candidate that cannot be bought!  :^)  (rented on occasion
    but not bought! :^)
    
    					da ve_who_is_not_a_candidate_for_92

re: .266
	
Ken:
	In 1988 DEC announced the "The Education Initiative" which is a grant
program for non-profit education institutions that is renewable on a yearly 
basis. Tied in with this are associated programs such as the Campuswide Software 
License Grant and the Education Market Basket. A contact for this program would 
be Betsy Carroll (BIMMRO::CARROLL) dtn 297-4518

 Well, we have our official downsizing meeting with the big guy this afternoon.




 :^/



 Jim 

	Say your prayers mon!

	Fingers crossed for ya...

	+

DEC 51 1/4, change -5 1/4; DJIA 2891.10, change -11.18 at 12:00.
Report entered at Wed Dec 18 12:15:03 1991.

RE:      <<< Note 92.274 by SSGV02::STROBEL "Sssh - new dad asleep" >>>
>                -< word of a bad quarter is out supposedly... >-
>
>DEC 51 1/4, change -5 1/4; DJIA 2891.10, change -11.18 at 12:00.
>Report entered at Wed Dec 18 12:15:03 1991.

I just bopped in here to enter the same note. This is a 10+% drop in value. :-(

Fog_who_is_opting_for_18%_interest_rates_rather_than_sell_his_Wicked_undervalued
_DEC_stock.

  Our downsizing meeting indicated that about 120 people in the DSL (Digital
  Services Logistics org) US wide will be downsized mid-late January.






  Jim

    
    
    Also heard today:
    
    DEC Stock Price (last I checked) down 5 and change to 51.5.
    
    Unconfirmed, but my boss said he heard it was down 8 points or so. 
    That would put it in the 40's.  :-(
    Treemon

      >> Our downsizing meeting indicated that about 120 people in the 
      >> DSL (Digital Services Logistics org) US wide will be downsized 
      >> mid-late January.
    
    Gee, what a coincidence.  I'm planning to downsize myself right about
    then ... of course, I'm gonna do it using Weight Watchers, or some
    similar organization.
    
    ... Bobbb
    

Slight diversion... ... Bobbb for that kind of downsizing Weight Watchers is
GREAT. No tricks, no quick fixes! They teach you how to eat right and it works. 
When I was on the east coast I dumped 40 pounds with them.

:-Chuck

re:  Bad Quarter

If this bad quarter really happens, I would expect to see lots of heads rolling.
Remember, we took a huge (1 billion) hit last year for restructuring that is
supposed to occur _this_fiscal_year_ ...

re: losing weight.


Simple:  exercise, don't over eat, and no in between meal snacks.  oh, and don't
         drink a lotta brew!

Weight watchers does teach you a valuable appreciation for the food which
goes in your mouth.  At least a few of us here can attest to that!
Whether you need to loose or not I think everyone needs to understand
fod and nutritition the way WW teaches you.  I've never felt or been so
healthy, and I think (I know!) it's more than just the lost extra pounds
that are responsible.

    DRINK MORE BEER!

    Yahbut not everyone has your metabolism rfb!

    Don_who_is_a_homebrewer_but_had_to_cut_back_to_lose_those_extra_85_pounds

    I am trying to looooz weight as weel and once used ww and they do teach
    what to eat...and they are real reasonable.......I have also cut back
    on beers (this is real tough)...but it helps.
    
    rich

    
    [headers removed]
    
============================================================================
SUBJECT:  DEC IS "READY FOR TAKE-OFF" - SCHULMAN...
SOURCE:   Computergram via First! by INDIVIDUAL, Inc.
DATE:     January 7, 1992
INDEX:    [3]
----------------------------------------------------------------------------

  Computergram via First! -- In a parting shot to 1991, UBS Securities vice-
president Marc Schulman has delivered himself of another opus, this one a
31-page treatise entitled "Digital Equipment: Ready for Take-Off" a fitting
follow-on to his original blockbuster "Microsoft and the New Order in the
Computer Industry" (CI No 1,737). Mr Schulman's position on DEC can be
summed up by his advice to investors: "Buy". Having probed DEC's psyche, he
concludes its "long nightmare is ending". In fact, by his reckoning, DEC's
earnings will jump from $3.10 a share in fiscal 1992 to June to $7.50 in
fiscal 1993, and assuming a flat equity market, believes that its share
price could appreciate to $90 by this time next year from around $50 now.
Now, remember, this is a forecast about a company currently sounding warning
bells about a serious operating loss on its second quarter, in a market not
exactly bullish on high-tech issues where other analysts are busy slashing
their forecasts on DEC. However, we will let Mr Schulman's piece speak for
itself as to whether DEC is a sound investment. What we are after are any
marketing nuggets he may have squirreled away: unsurprisingly, he
anticipates, for instance, that the Alpha chip will initially deliver 80 VAX
units of performance and 100 Specmarks - 2.5 times the performance of the
83MHz CMOS chip in the new VAX 6000 Model 600. "The first Alpha VAX," he
says, "will be a VAXstation that will be delivered in volume in the December
1992 quarter. Alpha VAX 4000s should be delivered in the following quarter.
They will be followed by Alpha VAX 6000s in the June, 1993 or September,
1993 quarter. The first Alpha VAX 9000s, which will have stronger input-
output capabilities than the Alpha 6000s, will be only 15% slower than the
fastest IBM mainframe in commerical applications and 70% faster in technical
applications. Furthermore, in commerical applications, the Alpha VAXes will
on average provide 18 and 23 times the price-performance of air-cooled 
and water-cooled IBM ES/9000s respectively. In technical
applications, the price-performance advantages will be twice as large. So,
he concludes, unless IBM introduces some radically new technologies to
improve its performance, DEC will be positioned to take large chunks of its
business away. Having more or less wiped the floor with IBM, Mr Schulman
then turns his attention to the Advanced Computing Environment. He
attributes DEC's involvement in ACE to its expectation that the
proliferation of ACE boxes - and not just those it manufactures and sells
but everyone else's as well - will expand the marketplace for its high-
margin Network Application Support software. (Apparently both Mr Schulman
and DEC take it on faith that the ACE explosion will really happen). With
the world now equating the notion of open systems with interoperability
rather than Unix, Shulman claims, DEC has accidently fallen into Aladdin's
treasure trove since it's been developing software - Network Application
Support - that facilitates heterogeneous integration and the creation of
client-server applications for years now. According to Mr Schulman's count,
at the end of October more than 1,000 software companies, including Borland
International Inc, Lotus Development Corp and Computer Associates
International Inc, were delivering over 2,400 Network Application Support-
conformant programs. "As clients", he notes, "NAS already supports systems
running under every important operating system.

  Better sense

  In addition to its own VMS and Ultrix-based systems, personal computers
running MS-DOS, Windows and OS/2, Macintoshes and Sun Microsystems Inc
workstations can function as clients. At present, only VMS and Ultrix-based
RISC systems can function as servers. During 1992's second half, server
support will be extended to include machines - including ACE machines -
running the OSF/1 operating system. In 1993, server support will be expanded
to include ACE machines running Microsoft's Windows NT operating system, IBM
machines running AIX and Hewlett-Packard Co machines running HP-UX. At
unspecified dates beyond 1993, NAS will also support IBM machines running
MVS and Hewlett-Packard machines under MPE. At present, it is not planned to
support Sun machines as servers." This, Schulman argues, makes better sense
than what DEC's competitors are doing. Taking Sun and Silicon Graphics Inc
as models, he notes that DEC will be the only vendor selling NAS, while the
others are commoditising their product differentiation: Sun with Solaris and
Silicon Graphics with its graphics libraries. It is also not flirting with
self-impact, since within a year both Sun and Silicon Graphics will be
competing against high-performance personal computers equipped with software
that once distinguished their products. This position, coupled with its
relationship with Microsoft and its concomitant promise of vastly enlarging
DEC's grasp on the personal computer market, is supposed to turn the company
around and make it a Wall Street darling. - Maureen O'Gara

[01-07-92 at 15:12 EST, Copyright 1992, Apt Data Services., File:
g0107184.912]

From:	CSCMA::SOURCE::RAINVILLE    

(intermediate headers removed)


	                  I N T E R O F F I C E   M E M O R A N D U M

                                        Date:     06-Jan-1992 02:13pm EST
                                        From:     Mark Steinkrauss
                                                  STEINKRAUSS.MARK AT A1 AT CORA 
@ CORE
                                        Dept:     Investor Relations
                                        Tel No:   223-7182

TO: See Below

Subject: Adams, Harkness & Hill Research Report                      


Below please find research report done by one of our financial 
analysts.

Patience wears thin with one of our long-timer supporters.

Adams, Harkness & Hill, Inc.
December 20, 1991
John Adams



                          DIGITAL EQUIPMENT

                            We Eat Our Hat


Just over a year ago, with the stock at $56, we put DEC back on our 
Buy List.  The trigger was the closing of an Arizona plant, an act 
which appeared to foreshadow a more general cost-cutting program.

The Company did get more aggressive on that front.  It also 
reorganized into business units, improved asset turns and brought to 
market an impressive assortment of world class technology.  Today, in 
our opinion, DEC has everything that it needs to be enormously 
successful -- everything except speed of response.  Whether it is 
because the payroll contains too many people or because the 
organization remains incredibly complex, the simple truth is that 
decisions at DEC are a long time in the making -- too long given a 
world and an industry that are changing ever more rapidly.

Living in an area where we are surrounded with DEC employees, DEC 
suppliers and DEC customers, we have been deaf to their complaints.  
As an analyst, we have chosen to ignore their cries of anguish in 
favor of a brilliant balance sheet, highly profitable service 
activities and millions of lines of skillfully crafted software.  We 
were wrong.  A company's assets are meaningless unless it is 
responsive to its constituencies.  An analyst must listen as well as 
look.  We did only half the job.

The market is well aware of DEC's faults and perhaps less aware of 
DEC's virtues.  Thus, it could be argued that a stock price of $50 is 
cheap, which indeed it is.  However, a year ago, we were anticipating 
a change in management's approach.  Now, we see that the changes have 
been insufficient and that much more change is required.  We do not 
foresee such dramatic changes and therefore must conclude that the 
stock is efficiently priced.  After 54 hard fought weeks, we are 
removing the stock from our Buy List.



Distribution:
 
Win Hindle                           ( HINDLE.WIN AT A1 AT CORA @ CORE )
GEOFF SACKMAN @MLO
BRUCE J RYAN @CORE
AL MULLIN @CORE
ILENE JACOBS @CORE
DICK FISHBURN @CORE
GEORGE CHAMBERLAIN @CORE
Bill Strecker                        ( STRECKER.BILL AT A1 AT CORA @ CORE )
Jack Smith                           ( SMITH.JACK AT A1 AT CORA @ CORE )
John Sims                            ( SIMS.JOHN AT A1 AT CORA @ CORE )
Ken Senior @ CORE                    ( SENIOR.KEN AT A1 AT CORA @ CORE )
Ken Olsen                            ( OLSEN.KEN AT A1 AT CORA @ CORE )
Bill Johnson                         ( JOHNSON.BILL AT A1 AT CORA @ CORE )
Martin Hoffmann @CORE                ( HOFFMANN.MARTIN AT A1 AT CORA @ CORE )
Win Hindle                           ( HINDLE.WIN AT A1 AT CORA @ CORE )
 

    
    92.288 is set hidde pending moderator discussion....
    
    				da ve

I deleted .288.  

The memo was clearly marked RESTRICTED DISTRIBUTION.  

Regardless of the fact that it was circulated, it is still against company
policy to further disseminate RESTRICTED DISTRIBUTION materials.

	~dave

re                    <<< Note 92.291 by XCUSME::MACINTYRE >>>
                                 -< I'm dying >-

>    I know the mods have to follow the rules but it always bugs me when a
>    note is deleted *before* I get to read it.  Now I'm going to be stuck
>    wondering what the heck it was about and lose many hours of sleep.
 
That be the breaks mon.  I happens to all of us!  I missed it too, but, I
think I know what memo they are talking about.

:-)

    Well, here's another.  Hopefully the Mod Squad won't chop it!  :^)
    
    dave
    
    
From:	FSOA::FSOA::KUPFERBERG "16-Jan-1992 1405" 16-JAN-1992 14:08:38.50
To:	@SCFE,@TNT,MTS$::"Core::Don Resnick"
CC:	KUPFERBERG
Subj:	Cabledata Loss; Lessons Learned

Interesting information here.

Karen
:j


From:	MR2MRG::MR2MRG::MRGATE::"MROMTS::GRANIT::TIGEMS::A1::FARQUHAR.BOB"  7-JAN-1992 12:01:46.00
To:	GBMMKT::OKEEFE,FSOA::KUPFERBERG
CC:	
Subj:	CABLEDATA LOSS; LESSONS LEARNED                                        1

From:	NAME: BOB FARQUHAR                  
	FUNC: Media IBU                       
	TEL: 264-0549                         <FARQUHAR.BOB AT A1 at TIGEMS at MKO>
To:	See Below


    Digital recently lost an important piece of business with a company 
    called CableData.
    
    A review of the loss of this business points up internal obstacles that 
    must be overcome in the future if we are to be a viable competitor.
    
    Every situation is a little different.  This opportunity was no 
    exception.  The Media IBU took the lead because CableData needed 
    support at its U.S. headquarters but the business itself was to be 
    booked in Europe.
    
    The biggest lesson learned:
    
    As long as our company is organized as it is, numerous internal details 
    must be worked -- before, during and after the sale.  But this churning 
    should be invisible to the customer.  And, insofar as it is possible, 
    we should learn as a company how to eliminate such churning in the 
    future.
    
    The purpose of this memo is to raise awareness so that we don't fall 
    into these kinds of traps again; it is not to be critical of any one 
    person or organization.  The Media IBU, which I run, took the lead.  
    Thus, if any one person is to blame, I am that person.
    
    Please read and learn from the attached.
    
    Regards,
    
    BobF
    /dl



Author:	BOB FARQUHAR                  
Date:	06-Jan-1992
Posted-date: 07-Jan-1992
Subject: lessons learned                                                         


    CableData: Lessons Learned
    
    Environment : CableData worldwide headquarters is in Sacramento, Ca. It 
    is the leader (55% mkt share) in Cable TV billing in the U.S., with 
    revenues of $136M.  All development and decision making for its 
    international business happens there. There also is a sales and support 
    center in Leeds, England.
    
    Opportunity : CableData International has a proprietary product, called 
    Quickdata that will be replaced with a "standard platform". Tandem, DEC 
    and IBM are the suggested choices.  CableData defines international as 
    everything except North America. Most of CableData's current interna- 
    tional customers are in Europe. (54 customers)
    
    Potential exists for picking up North American CableData business if 
    successful in the international arena. CableData uses Tandem ($20-25M 
    per year) for its North American business.
    
    CableData Needs : Want DEC to help port product and provide money for 
    CableData to internationalize its domestic Tandem DDP product.
    
    They need local Sacramento technical support for Risc/Unix, training, 
    learning DEC products and help porting from Tandem platform to DEC and 
    then they will internationalize.
    
    DEC marketing & sales support required primarily in Europe.  The level 
    of DEC support will vary from country to country. With some countries 
    that CableData has not targeted, DEC would provide full hardware/ 
    software and application support. DEC technical support and process 
    information would be required in Sacramento. 
    
    DEC Problems:
    
    1.	When plans were presented in Q1 much of the feedback was, "This is 
        not FY92 business." Strong push to focus investments only on FY92 
        returns.
    
    2.	New Management Style directs investment of $1.5M to come from 
        multiple PCU's, and multiple countries in Europe and GIA.  Too 
        complex, no one had money in budget but all the groups support 
        plan. 
    
    3.	Investment was proposed as an advanced royalty, but required a 
        guarantee.  Real internal focus was only on the numbers - no 
        realization of leader in market, $136M strong company, strategy, 
        etc.
    
    4.	No certs in California - therefore no support in Ca., luke warm 
        support in Europe. No one has budget to support, but did have 
        agreement of 10% of UK person's time.  Again not FY92 revenue, 
        CableData was not in plan.  Having a single contact for DEC Europe 
        sales was a problem since the UK sales person only gets credit for 
        UK country sales. 
    
    5.	Even with Media Marketing coordinating the investment and providing 
        initial sales effort, measurements kept local sales from supporting 
        since NO US business. It IS completely out of the question that the 
        local team would have funded the $1.5M investment - had they found 
        the opportunity on their own. 
    
    6.	CableData also had internal MIS opportunities; supposedly, this 
        goes to enduser rep with the OEM opportunity covered by volume rep. 
        Having multiple sales channels confused CableData.
    
    7.	The DEC internal problems were well hidden from CableData at this 
        point. It verbally selected DEC in September and we began contract 
        discussions. When the issue of "guarantee" became a deal breaker, 
        we took too long to solve. CableData, sensing a problem, started 
        dealing with IBM. Once IBM got in the door, it was all down hill 
        for DEC.
    
    
    Lesson 1:	   Sales measurements drive behavior. Exception to that is 
    that Peter Martin got two reps from the Sacramento office help on 
    CableData even though their direction was:  Don't spend any time on the 
    account. Since it wasn't FY92 revenue, no one wanted to work on it.  
    Since it wasn't US business, no one wanted to touch it. It appears that 
    DEC only knows how to do worldwide account business when there is 
    established revenue at the account headquarters.
    
    Lesson 2: 	   Different goals for internal groups. Finance wants 
    maximum profit, low risk, high return. Legal wants all possible things 
    that can go wrong covered, etc. These groups ARE NOT measured on 
    getting business.  Only a few have creative work arounds.  The key is 
    to use the groups as advisors - not a final approval.
    
    Lesson 3: 	   Everything takes longer than it should. Senior 
    management is booked so far in advance you can't use them effectively 
    in sales situations or decision making.  One meeting with a senior DEC 
    manager was rescheduled so many times that the person is no longer in 
    his same job, and we have lost the business. 
    
    Lesson 4: 	   No single decision point. The management by consensus 
    style is not very impressive when a customer's senior manager wants to 
    make a deal. Customers want to deal with one person who can represent 
    DEC and make a decision. (Only if everything is standard can that 
    person be the sales rep) 
    
    Lesson 5:	   We have product stovepipes. We gave PIDs for both 
    VAX/VMS/ Posix and Risc/Unix/Ace. CableData showed interest in both, 
    but could not find one technical person who knew both strategies well 
    enough that could present an unbiased view.  CableData finally chose 
    Risc/Unix, but it was somewhat painful.
    
    Digital did a good job persuading CableData to leave Tandem, their 
    supplier for 13+ years.  Unfortunately IBM capitalized on our success 
    and then our internal difficulties.
    
    For IBM the local branch manager is senior and empowered to make all 
    the decisions.  He met with CableData, committed verbally to the deal 
    on Monday and had it in writing on Friday.  This is the "New IBM" - 
    CableData's perception is he calls all the shots and has full worldwide 
    IBM resources available to him.
    
    This was the key item that swung the deal to IBM.

To Distribution List:

DUNCAN ANDERSON @PKO,
PHIL AUBERG @TTB,
SHAI BEILIS @ISO,
BOB COHEN @MKO,
ANN KILLILEA @MRO,
SHEILA FEATHERSTONE @IME,
JUDY GOODWIN @NYO,
JEAN GARD @MKO,
REBECCA HAWKINS @MSO,
PER-OLOF LOOF @IME,
REGIS KAUFMAN @ZKO,
CAROL MORRISON @IME,
JOHN MUFICH @SSO,
CHI POTTER @MKO,
BOB PIERCE @MKO,
DAVID STROLL @IME,
JOHN OKEEFE @UPO,
MIKE MCSWEENEY @WRO,
CAMERON HAWLEY @WRO,
KAREN WHITE @LDO,
MIKE DAIGLE @SSO,
CINDY EDWARDS @SSO,
JONAL NILSSON @SOO,
BILL STEUL @CORE,
KAREN KUPFERBERG @MRO,
JOHN DOHERTY @MLO,
DAVID STROLL @IME,
BOB HUGHES @MKO

	Well, I know that when we went through the product planning stage
for the project I'm leading, it took over 4 months!  There were so many
people that wanted to have their hands in the kitchen that decisions had to
be made in long, boring meetings.  Then, trying to schedule a meeting at a 
time when everyone could make it was another headache.  Then, sending email 
out and being told to wait for so-and-so to respond took another month.  

	When all was said and done, we came up with a list of things to do
and 3 MONTHS to implement them.  Of the list of things we are doing, on day
1 I could have personally picked 85% of them, probably 99.9% of the most
important items.  It was a very slow, painful, and frustrating process for me
and my entire team of engineers.  I can't you how many times the engineers
asked me, "So, when are we going to start?"

	I'm going to lobby very hard to make this a quick, and easy process
for the next version ... DEC has got to abandon this decision by concensus
shit and get to work on the real stuff.  

> 	I'm going to lobby very hard to make this a quick, and easy process
> for the next version ... DEC has got to abandon this decision by concensus
> shit and get to work on the real stuff.  

Accountability, accountability, accountability!

I think one of the biggest problems is that too many people are afraid of making
the wrong decision.  Each person in this company needs to be able to make a 
decision.  And, yes, periodically, you will make the wrong one.  Bummer.  Shit 
Happens.  When you make the wrong one, you should hold yourself (and be held)
accountable.  It's quite simple..."Well, I made that decision, it was wrong. 
Now, I'm going to go
and fix what I screwed up."  If a person continually makes the wrong decision,
then, give them 'das-work-boot'...No one can be expected to make the right
decision all the time.  The idea is you have to make the right choice more often
than you make the wrong one.

That how you make money as a company.

Dave

(just don't hold me accountable for this note... :-) )

>                       <<< Note 92.294 by SPOCK::IRONS >>>
>             -< A good example on how DEC fails in customers eye. >-

    I think this is a wonderful post mortem analysis.  One interesting
    point that comes to mind, having just left the field and seen lots of
    similar circumstances, is that memos like this are such a rarity.
    
    It is a major point that the author, for obvious reasons, left out.  We
    don't do post-mortems of lost sales.  Field Sales is too scared to face
    the political ramifications, particularly because Field Sales is itself
    incredibly political.  Most lost sales seem to generate this overwhelming
    case of denial, as if to imply that if we ignore that screw up, it will
    go away and we won't have to deal with it anymore.  Really.
    
    Sounds like Marketing took a lot of blame for it, but the field unit
    probably should have tried harder to control the account - get Certs
    booked in Sacramento and control the deliverables/support/service
    worldwide from there.  I agree with the author completely - we don't
    handle these situations well, and somebody has to take charge and push
    the process to completion.  That takes ENORMOUS political influence
    that few people outside of New England can wield.
    
    It's a sad story, especially in light of the numbers announced
    yesterday.  "Not FY92 business" is a very irritating field attitude,
    and this is a wonderful example of why that's true.  Middle management
    metrics ENCOURAGE that attitude - that's where I saw it coming from.
    
    tim
    

    
    FWIW.. All of the large accounts I've been involved with have always
    done loss reports for any large projects with cross-team,
    cross-functional involvement.
    
    It's absolutely a necessary part of the process.  If we're not learning
    from our mistakes, then what's the point?
    

    Phyllis,
    
    I think you're doing things right in NYC, then.  I spent six years in
    Florida Sales Support working first with new business (ISST), then
    Major Accounts (GTE, Cellular One, etc) and I never once saw a decent
    post mortem.  Maybe they just didn't invite me. ;-)
    
    I saw a lot of finger pointing, but nothing constructive.
    
    tim
    

    I should probably amend my last comment in .300 with a qualification. 
    On the few occasions when a major loss was reviewed, it was always
    informal, local to the district/office (i.e. showed no signs of giving
    constructive feedback to upper management or corporate), and basically
    never seemed to amount to any constructive change.
    
    Maybe things are different elsewhere.
    
    tim
    

re                    <<< Note 92.298 by XCUSME::MACINTYRE >>>
                      -< Purge deadweight/Manager or not >-

>      John, your note points out a couple of problems, not just the issue
>    of excessive review.  Part of the problem is the way you and your team
>    handled the situation.  Everyone seems to agree that part of Digital's
>    problem is an unwillingness to make decisions.
 
Marv, it is impossible for you to evaluate the process we took by reading my
short note.  

My hands were tied bud.  The engineers on my team do not work for me, they
work for my manager.  I'm only the technical director.  If my manager says
for all of us to do X, we do it... otherwise, we don't get a raise for 24
months.  If these people actually worked for me, you can bet your money that
I would have had them working on stuff I anticipated, no question.

Another problem:  my team was 3 engineers (now it is 7) ... we were up against
about 15 non-engineers during this progress...

JC, not john

Here's some releavent wisdom to this line of thought...

From:	MPGS::MPGS::LEE "Ed Lee, 237-3394  17-Jan-1992 1227" 17-JAN-1992 12:35:29.30
To:	@ALLSTO
CC:	LEE
Subj:	Some good messages...abstracted from the longer note. FYA

================================================================================
Note 1723.0              An Unlearning Curve for Digital               3 replies
SHIRE::GOLDBLATT                                    107 lines  16-JAN-1992 03:11
--------------------------------------------------------------------------------

    The following was published in the Digital UK employees newsletter
    "Connect". 
         
         The attitudes and practices which made us so successful in the 
         past are not necessarily the ones which make for success in the 
         present and future.  

	 The success of the new entrepreneurial approach depends on a 
	 massive and unprecedented shift in approach and attitudes.  
         
         o   Unlearn the waffle, the woolly thinking and incomprehensible 
             DECspeak which still characterises too many memos and 
             pronouncements.  Learn the need to develop a Vision which is 
             expressed with elegant simplicity and incisive clarity, for 
             success is about both hearts and minds.
         
         o   Unlearn the process management which propelled Digital in the 
             past and learn about the imperatives of the entrepreneurial 
             world in which we live - delight customers, increase sales, 
             create profits.
         
         o   Unlearn management by committee and endless discussion.  Learn 
             success is about leadership and trust - not about what is 
             taught at business school.  As Ken Olsen remarked recently we 
             can't run a business as a university.  Personally, I would 
             like to see all our managers and entrepreneurs trained in 
             Action Centred Leadership.
         
         o   Unlearn bureaucracy, complexity and models and learn the great 
             value of simplicity, simplicity and simplicity.  No more 
             multi-page job plan reviews - how about one page job 
             descriptions for everyone?  Even better, why not one line job 
             descriptions?  Can't be done?  Winston Churchill did when he 
             wrote to Lord Alexander and told him:  "Your job is to drive 
             the enemy out of North Africa."
         
         o   Unlearn to judge people by how they behave and instead learn 
             to judge and reward them by what they achieve.  The old 
             process management thinking, which still persists, seemed more 
             concerned with how people did something, rather than what they 
             achieved for Digital.  Learn that achievement - provided it is 
             open, co-operative, honest and not excessively self-seeking - 
             is what success is really about.
         
         o   Unlearn that selling is not telling customers what they should 
             do.  In the name of "professionalism" we still treat customers 
             as cave dwellers.  We still sit them in a room, switch off the 
             lights and bombard them with 35 mm slide presentations 
             prepared at enormous expense.  Instead we need to learn how to 
             listen to customers to understand what their problems, 
             concerns and needs are and how we can help them.  Learn that a 
             customer should be a friend for life.  Can we honestly say 
             that is true of most Digital customers?
         

 Here's something that irritates the h*ll outta me..I just received a memo
regarding appointments of some new Vice Presidents (which is interesting in
and of itself).  The memo is issued under the name of a VP with the introduc-
tion line "....bla bla Engineering Vice President appointment's"...now I ain't
no Engish major, and maybe this ain't no bfd, but shouldn't somebody who is
a VP know there is an apostrophe doesn't belong in "appointments"?  



Geesh...minor complaint I know, but, well, that's the kinda day I'm having.




Jim

    Yo JC
    
    	You can fight to change the system if you think it will make a
    difference next time around,.. perhaps buring many hours in many boring
    meetings convincing many even more boring people that they ought to
    get the @#$%^&* out of the way,.... and then perhaps if you're lucky
    you'll actually convince one or two,.. buit it would take anb act of
    God to change everyones mind,....
    
    
    		******** OR *************
    
    	You could just do what your gut is telling you,.. which is what I
    have taken to doing myslef around here,.. namely.. "Just Do it".
    
    	Let the product prevention commitees hold their meetings to decide
    that the proper theng to do is what you're already doing in the lab.
    Let them come to you two months later with "ideas",. at which point
    you can smile and say,.."Yeah,, we low paid ffeble minded dweebs
    already had that idea,.. and oh by the way,.. woudl you liek to see
    the running prototype" Often times I can get an entire project done
    before the product prevention commitee reaches that point. And if
    I did the wrong thing,.. oh well. I have probably learned from my
    mistakes and will implement what the product prevention commitee wants
    faster now because at least I'v gotten my feet wet. But I have a pretty
    good record with this approach so far,..3 for 3 :-)
    
    	When things are clear to you technically,.. go for it. The others
    will catch up later and you may even impress your manager (or you
    may scaer the begeezes out of him/her). Either way,.. progress is made.
    
    							/
    

    
    anyone hear if IBM released their numbers yet today?  They announced
    this a.m. that they would release them today. Predictions were for
    a fair sized loss.  Probably waiting for the market to close so they
    don't throw the world into a seizure.
    
    carol

    
    
    -.2  FLAME ALERT
    
    You're right /.  You know EVERYTHING that managers in DEC do is a
    waste.  As a matter of fact, why don't we just can everyone EXCEPT for
    engineers, because they already know ALL of the right answers...
    
    All of those meetings are a complete waste of time, and every committee
    is really aimed at preventing knew products from ever shipping because
    after all, who would really want DEC to become successful?
    
    This whole conversation reeks of universal condemnation of
    non-engineers.  My contention is that maybe... JUST MAYBE there is a
    reason for us non-engineers.  Let's take my work for example...
    
    Engineer's role:  Develop a license management system that consists of
    data license keys that contain license attributes that populate a
    license database.  Software products can then call this database and
    check for the appropriate license key.
    
    Manager's role:  Interface with order admin. and PAK fulfillment
    systems group to explain why they should spend 1/2 of their yearly
    budget changing a system they never wanted in the first place.  Align 
    with a partner who needs to be able to provide 500 unspecified hardware
    platforms before year end at less than $2000/unit.  (Why is it
    unspecified? BECAUSE THE ARCHITECT'S HAVE YET TO FINALIZE THE DAMN
    DESIGN!)  Nearest possible partner's initial price comes in at four
    times your price point.  
    
    
    I should really stop here though, it's just a non productive waste of
    energy...  MY POINT is that all of you arm-chair manager's out there
    that have ALL of DEC's problems solved, and who just KNOW that
    management in general is useless have a tainted view of reality, and
    I'm sick of hearing it.
    
    Granted there ARE useless people in and around the company, but there
    is JUST as much waste in engineering as there is in management, and if
    you disagree, why don't you consider our unrealized potential for
    reusable code, and when you're done there, don't stop, because then you
    can look at inefficiencies in engineering international products, and
    scarcity of TQM oriented design and development approaches... and so
    on... and so on... and so on.
    
    $SET TREEMON/FLAMETHROWER=off 
    
    phew...
    
    Treemon  

    
    hey now Tree...
    
    wanna rub noses????   :^)
    
    					da ve

re: project mgt at Digital...

A lot of the "just do it" capability of a project leader depends on your
manager.

  JC, did you approach your manager about moving on with the project
while these decisions were being made??  

The reason I ask, is because I'm now in the Functional Design and developing a
prototype for a piece of software that we're still waiting for Opportunity
Evaluation approval from the Steering Committee (which is still hasn't
appointed a Field rep).  I was able to convince my manager that moving ahead
was the correct thing to do, and together we notified the members of the
Steering Committee that we considered waiting a two weeks for a decision was
reasonable, and having not heard back from them we were moving ahead with the
project with the understanding that we would incorporate whatever input the
have once their decision had been made. It's almost two months later, I'm
constructing a prototype, and we still need OE approval. Yeah, it's a risk, but
I think it's worth it. They come back and not approve the OE, and request that
we purchase an outside solution, but by that time it will be real easy to
justify in terms of cost and time the advantages to finishing the project vs.
going outside. 

I'm lucky here because of the rapport I have with my manager and because of the
degree to which this project is "predictable" (i.e. Having consulted with a
couple of members of the steering committee, I'm 90% sure of the direction that
will be recommended).. 

Anyways, I agree with the sentiments here, ride the political decision making
process, but don't let it keep you from accomplishing things.  If you have a
good manager, then when the facts are layed out and the general indication is
that the project will be approved, that person will also support you in
moving ahead of the decision making process. 

Glenn

    
    
    Da ve
    
    
    :^)    :v)    :^)
    
    
    Consider it done!  Every once in a while, the tea kettle likes to let
    out the steam, not directed at anyone in particular, just because the
    water's very hot...
    
    Thanks...
    
    Treemon 8^)
    
    

I probobly shouldn't do this, but to continue Treemon's digression...

I had a conversation with an engineer turned sales rep in Silcon Valley - he 
sells DEC's engineering framework product to engineers.  He still considers 
himself an engineer first, sales rep second.  Anyway, he said the first thing 
engineers who buy computers do is open the box to see how it was built.  He 
said one of the reasons Sun is killing our workstation business is because 
the guts of a Sun show a nice, cleanly engineered product.  The guts of a 
DECstation show a mess of ECO wires and what not and although the product may 
work fine, it is "obvious" that the Sun box is the product of more effcient 
engineering.  

I'm just typing this in the show that at least some of our customers percieve 
DEC as weak in product engineering and that we all (engineering, manufacturing, 
marketing, sales, etc.) have to work together to improve DEC's position, 
thereby allowing us all to breath easier in regard to our job security.  I have 
seen sales groups refuse to work with their supporting marketings groups.  I 
have seen engineering groups work on products without considering customer 
needs.  I have seen marketing groups trying to force-feed "fluff" to anyone who 
will listen.  And I've only been here less than 3 years.  Kind of disheartening 
at times.  To me these are symptoms of some larger problem within this company, 
although I can't put my finger on what that problem is.  I wish I had some 
experiece within some other large company to know if this is unique to DEC or 
common to large companies in general.

Scott

    Yo Treemon!
    
    	I wasn't picking on managers only. It is not a pre-requisite
    that you be a manger to get on the product prevention comittee
    (but it does help,.. Ooooh,.. I gotta stop that before I raise
    the Treemons' ire again :-) 
    
    	In fact ,.. not once did I mention the word manager in my reply
    except at the end where I said they might be impressed,.. hardly a
    condemnation.
    
    	But,.. knowing the Treemon,.. and having gone around and around
    this discussion at least a dozen times in the past,.. suffice it
    to say that the problems at DEC are bigger than bothe of us (and have
    you seen the size of that tree?)
    
    						/ready_with_a_fresh_colony-
    						_of_termites_should_I_be
    						_flamed again_:-)
    

re: Marv and someone else who asked me if I did anything about it

Well, being a lowly Software Engineer II, this has been my first shot at
project leadership.  So far, I've learned a lot, and I'm slowly learning
where my "bounds" are around this place.  Next time around, if I'm still
around, things will be done differently, you can bank on that, otherwise,
DEC may lose yet another engineer.

   BUT...

YOU DON'T HAVE TO BE A PROJECT LEADER TO KNOW THE SYSTEM IS LAME.  And, you
don't need a lot of experience either!  Did I do something?  Yup.  I wrote
a 7 page or so paper after I came back from Ireland that pointed out lots
of problems with the system and suggestions on how to improve the process.
I sent that to my manager.  Dead end.  My coleagues here sympathize with me, 
but none appear to help my plight.  

My product is a bit different than 'normal' products in this company.  The
corporation says that every VMS system that digital owns is going to run
my product (decinspect).  Since the internal people have a HUGE part in
making this happen, they (the internal people) want to have all sorts of
things engineered into the product for their bettermint.  Personally, I wish
I didn't have to deal with any of those people at all.  They often forget
that they bring in ZERO revenue - they spend revenue!  It is the external
customers who bring in the money, yet, it seems like we cater to the internal
needs before the customer needs.  Does the internal groups fund us?  Nope.

One has to balance their personal career priorities with that of trying to
fix the system.  I'm not going to piss anyone off real bad right now because
I want a promotion!  Since I ain't the one who gives promotions out, I have
to play to the person who does... and if that means doing things ways I
don't care for, I'm gonna do 'em that way...

> Buddies?

No problems here Marv... 

>      My IBM figures were incorrect.  They were way low.  I believe that
>    the true numbers are more like a $2.8B loss for the quarter.
 
Doesn't that figure include a $3.0B restructuring charge?     

    That number was not for the quarter but the year..and the restructuring
    cost were part of that...
    
    30,000 layoffs as well.....quitely
    
    rich

Well, the axe will fall for Digital Services on Monday, January 27.  
This is the first time that the CSCs will have to participate and let 
folks from the technical ranks go.  

Needless to say, the atmosphere is grim.

Selection criteria (in order of consideration):

	- Job is going away
	- Performance
	- Length of service

Folks who are notified on Monday will leave the company on Friday.

   (On the radio right now from WERS - Bob Dylan singin' "Goin' where the
    chilly winds don't blow")

Wonder what my job will look like on Monday...

	~dave

    This is going to happen in WFO within the next couple of weeks...
    ditto on job concerns...leaves no time to look within ..quess thats
    what they want...
    
    rich

    have heard of this coming for a couple of months...good luck to all
    rfb
    

In the this weeks edition of Digital Today, on page 7 is a listing of 20, 
that's TWENTY!! newly named VPs.  It seems amazing to me that we are laying off 
thousands and still naming so many VPs (with nice raises, I'd bet).  Nothing 
against the individuals named, but it just seems, well, contradictory.

Scott

 Just got through delivering "the message" to 2 people in my group. 56 people
total in this building.  :^(








 Jim

	That is sad Jim.

	I would not want your job right now.

	Very sad...

    Sad indeed :^(  I've a mixed bunch of feelings right now.
    Releief that I wasn't 'picked', sad for those who were :^(
    Sad as well for the supe who they had tappin sholders,
    by the end of the day you could tell it hurt her too :^(
    
    Hope we can turn a dollar sometime soon so's that we could
    avoid this painfull process.
    
    To be in a layoff sucks! This is a first for me and I hope
    it's the last. 
    
    peace,Andy

    Yep it is sad indeed.....I came to Digital about 4.5 years ago and
    was excited because of the "stability"...I was in a facility that
    was shipping 1billion plus in systems..we improved quality,shipping
    performance etc etc etc...then we restructured ..no systems mfg,no
    pc board mfg..just enclosures..we are supposed to be the World Wide
    source for Digital enclosures..but we still have to prove ourselves
    in cost,quality,new product introduction etc. We have been through two
    downsizings, our plant has gone from 1300 to 600 and we are looking
    at another.  I have had 6 different managers since I've been here,
    3 different job titles and endless other "tasks" trying to be to 
    good corporate citizen..doing what the company/business has asked..
    now I am faced with another downsizing looming over my shoulder
    and as I have dodged the ones in the past..this could be my turn.
    I have been layed off before in other companies and have always 
    landed better opportunities.  As much as I hate this whole
    scenario it has become a fact of life...and right now I wish
    it would just get over and done with..if it is going to happen..
    I am trying to stay in DEC but as most of you know trying
    to get a job in DEC in a short time is near impossible....yep 
    it sure does suck and I hope everyone dodges the bullet.
    
    rich...just venting
    fwiw...If I do get it this time I'm gonna look into trying
    to own/open a brew-pup...so if anyone has any information
    regarding micro-breweries etc or know where some are
    (besides commonwealth and northhampton) I would appreciate
    the info.
    thanks for listening

re      <<< Note 92.327 by WFOV11::BUTZE "Quick beat of an icy heart..." >>>

>    rich...just venting
>    fwiw...If I do get it this time I'm gonna look into trying
>    to own/open a brew-pup...so if anyone has any information


If you take this route, you'll probably need a bit of money to get started
plus a business plan.

There is an organization of retired business men in Massachusetts that might
be able to help you (free help, I think) on how to go about what you want to
do.  

Sorry I don't have more specifics.
Hopefully, you won't be 'forced' into doing this.

	JCmon

    Thanks JC....I have heard about the business men thing ..don't know
    where I'll find em..but.  I have already talked to another retired
    business man (my dad) and asked him to start poking around ..since
    he's not real busy and he has always wanted to open a business.
    
    rich

    you might want to try the Small Business Service Bureau in Worcester...
    they are there to help people who want to start, or are already in,
    thier own businesses...  i believe they will even help with business
    plans, finding capital, etc...
    
    					da ve

    The American Homebrewers Association has many books about getting
    started in the brewpub business.  If you want their catalog I can make
    copies of their latest - they have prices for members and non-members. 
    Also, you can pick up the latest Zymurgy at a homebrew store and get
    their catalog inside it.
    
    There's been some discussion on the net about starting a brewpub -
    rought estimate is you'll need $500,000 to $1M to finance a decent pub
    (like Northampton or Portsmouth).  You'll probably need a full time
    accountant since the govt needs every single grain accounted for.  Also
    believe a commercial brew/liquor license goes for $25,000.
    
    However, come up with a good business plan and a good location and you
    should be able to get funding.  Also check out Catamount Brewery - they
    told me that they have an apprecticeship program, you send them a
    letter with your business plan and you can be an apprentice brewer at
    their brewery for a few months.  They got the guy at the new
    Brattleboro brewpub going with this program.
    
    Scott
    

    There's also the Cambridge Brewery near Kendall Square in Cambridge,MA.

	rich,

WFO has definitely gotten the kaka-encrusted end of the Digital stick. Hell,
all manufacturing in this company has been treated pretty poorly. It seems to
be the only place left in DEC where there is centralized control (therefore
stoopid, IBM-like decision making). When I was hired, there were 5 layers of 
managment between me and the plant manager, who was at least 10 layers below 
KO; bet a buck the guys out there stamping metal are still 15 layers below 
Ken. Its a simular story in SPO, where Ger might loose his job regardless of 
his perfomance, contributions, and more importanly, job necessity.  Sometimes
I very unproud to werk for a company with such polar values on how to treat
people across functions.

    Thanx for all the support and info...Scott where is there a home brew
    store in the Southern NH area?? 
    thanks again one n all...
    
    
    rich

    Round here there's 3 homebrew suppliers that I know of:
    Jasper's in Litchfield
    Clear Brew in Londonderry
    Aubut's in Tewksbury (I think)
    
    Check the yellow pages under beer making or brewing supplies.
    
    The Barnes& Noble store in Nashua doesn't stock Zymurgy, but they have
    some other magazine that's geared towards the small commercial brewer. 
    Why they have this magazine I don't know, I think there'd be a bigger
    market for a homebrew magazine, but it may be useful too.
    
    Scott
    

Subj:	RE: Digital Recognized in "Hispanic 100"


   **************************************************************************
   
             THIS MESSAGE IS FROM JOSE RAMIREZ AND MERCEDES SANCHEZ
   
   **************************************************************************
   
   Digital has been selected for inclusion in HISPANIC magazine's 1992 
   listing of the top one hundred companies.
   
   This is the first time that Digital has been chosen to be included in the 
   HISPANIC 100.  One of the key factors that distinguished Digital from 
   other companies, and leveraged Digital's inclusion in the HISPANIC 100, is 
   the Hispanic Leadership Group.
   
   The text about Digital follows below:
   
   	"Digital has an active Hispanic employee organization called the 
        Hispanic Leadership Group (HLG) that coordinates Digital's local 
        programs, strategies, and business opportunities for Hispanics on a 
        regional basis.  The HLG coordinates extensive Hispanic Heritage 
        Month activities, a fundraising banquet for the National Hispanic 
        Scholarship Fund, and other Hispanic outreach efforts.
   
   This Hispanic 100 recognition acknowledges the key role which diversity 
   constituency groups, such as the HLG, can play in the business environment 
   of the '90's.
   
   The challenge before us is to further demonstrate and enhance Digital's 
   commitment to utilize diversity as one of the key contributing elements to 
   the Company's success.
   
   It is the contributions of the HLG extended network (Hispanics and 
   non-Hispanics) combined which made this recognition possible for Digital.
   
   The HISPANIC 100 appears in the January/February 1992 issue of the 
   HISPANIC magazine.  This issue will appear in the newsstands during the 
   week of February 3rd.
   
   Regards,
   
   Jose Ramirez
   Mercedes Sanchez
   Chairteam, Hispanic Leadership Group
   
             **** PLEASE INSURE WIDE DISTRIBUTION OF THIS MEMO ****
   

To Distribution List:

[deleted]

From:	ELWOOD::MERTZLUFFT "CONNIE MERTZLUFFT 237-6515  28-Jan-1992 1649" 28-JAN-1992 19:43:26.74
To:	@SHRSITE
CC:	MERTZLUFFT
Subj:	SHREWSBURY FACILITIES' RECYCLING PROGRAM


    +---------------------------+ TM
    |   |   |   |   |   |   |   |
    | d | i | g | i | t | a | l |              INTEROFFICE MEMORANDUM
    |   |   |   |   |   |   |   |
    +---------------------------+


    TO:       SHREWSBURY SITE                  DATE:  January 28, 1992
                                               FROM:  Peter van Roekens
                                               DEPT:  Tape and Optical
                                                      Product Creation Unit
                                               DTN:   237-6516
                                               M/S:   SHR3-2/X15
                                               ENET:  ELWOOD::VANROEKENS


    SUBJECT:  SHREWSBURY FACILITIES' RECYCLING PROGRAM
              ========================================


    Some of you may not be aware of the fact that since the start of our
    Recycling Program, the Shrewsbury facilities have provided
    approximately TWO THOUSAND DOLLARS in returnable cans to the Worcester
    County Food Bank.  This effort has helped the Food Bank considerably in
    providing food assistance to charitable organizations throughout
    Central Massachusetts.  Last year alone, over THREE MILLION POUNDS of
    food was distributed to the needy.

    Recently, after a meeting in one of the conference rooms, I was picking
    up the empty cans to bring them to the collection area and one of the
    attendees at the meeting asked me what I was doing.  I explained our
    recycling program to him.  He was so impressed with the good this
    program has done, that he proceeded to bring in six bags full of empty
    cans to add to our collection.

    I particularly want to thank Nate Kinnon for doing this, and am
    extending the invitation to all of you who would also like to help this
    worthy cause to bring in your cans from home.  

    Thank you,

    Peter van Roekens
         

Subj:	Wall St. Journal on DEC Cuts


VNS COMPUTER NEWS:                            [Tracy Talcott, VNS Computer Desk]
==================                            [Nashua, NH, USA                 ]

 Digital - Outlines spending cuts of $400 million
	{The Wall Street Journal, 7-Feb-92, p. A3}
   [This is the entire article - TT]
   Digital Equipment Corp. plans to cut spending on engineering and research by
 $400 million, or as much as 20% to 25%, Digital insiders said.
   The new round of cost-cutting and a sweeping reorganization were outlined
 Jan. 14 in a forceful, urgent presentation to senior executives by Digital's
 president, Kenneth H. Olsen, said people who attended the meeting.
   Mr. Olsen's plans follow news of an unexpectedly steep loss for the fiscal
 second quarter, ended Dec. 31, the first operating loss in the 35-year history
 of the Maynard, Mass., company.
   A memo that summarizes Mr. Olsen's remarks has been circulating within the
 company and was obtained by The Wall Street Journal. It says that Mr. Olsen
 intends to streamline product packaging and engineering and kill off what he
 called "perpetual products" that divert precious engineering funds to a few
 small-volume products.
   The move is likely to be welcomed by investors. "There's no question Digital
 has room cut its spending on research" and remain technologically innovative,
 said Jay P. Stevens, an analyst with Dean Witter. "It's not a question of
 doing less research. It's a question of doing it more efficiently. Their
 expense structure is completely out of whack, and almost anything they cut is
 positive."
   A senior manager who attended the luncheon meeting at the company's
 headquarters quoted Mr. Olsen as saying that "big companies like Digital can't
 expect to compete in every niche."
   It wasn't clear whether all the $400 million in cuts sought by Mr. Olsen
 would come from Digital's $1.6 billion research budget. Some of it apparently
 will come from the amount spent by the company on manufacturing engineering, a
 figure that Digital doesn't disclose, one insider said.
   Still, a large cut in research spending would be painful for Digital, which
 has long taken pride in its heavy investment in research. According to
 Inside R&D, published by Technical Insights Inc. of Englewood, N.J., Digital
 ranked fifth in 1990 in research spending by the largest U.S. corporations,
 after General Motors Corp., International Business Machines Corp., Ford Motor
 Co. and American Telephone & Telegraph Co. Moreover, as a proportion of
 revenue, Digital's $1.6 billion research budget - at 12.5% of its calendar
 1990 revenue - far exceeded that of GM, Ford, IBM or AT&T.
   In the year ended last June 30, Digital spent $1.65 billion on research and
 engineering. Research spending in the first six months of the current fiscal
 year rose slightly to $829 million but was essentially flat after excluding
 the effect of two recent European acquisitions.
   A Digital spokesman refused to confirm or deny the $400 million figure
 mentioned in the memo. He said: "We are working to hold down R&D spending,
 just as we are working to reduce spending across the company. Engineering
 isn't exempt from that process."
   He added: "There is indeed a new effort underway to streamline the Digital
 product set and scale down the number of individual product offerings." For
 example, a typical computer may be offered with dozens of configurations and
 packaging options, he said.
   Mark Steinkrauss, director of investor relations, said Digital already has
 in place initiatives that will save $1 billion in annual expenses in future
 years. Digital has taken a total loss of $1,65 billion in restructuring
 charges over the past two years to cover the cost of plant closings, product
 consolidations and work force reductions.
   Mr. Olsen's presentation didn't address accelerated work force reductions,
 which were widely expected after the announcement of he second-quarter
 results. Digital posted a net loss of $138.3 million, or $1.11 a share, on a
 weak 4% revenue increase to $3.48 billion.
   Terry Shannon, an Ashland, Mass., consultant, said Mr. Olsen will begin a
 companywide reorganization in two to three weeks with the goal of simplifying
 product lines and marketing. He said he expects several senior executives to
 lose their jobs in the move.
   Peter Burris, director of Digital research for International Data Corp.,
 Framingham, Mass., said Digital is "re-evaluating every one of its product
 lines" as it begins the transition to a new computer design, code-named Alpha,
 expected this year.
   Mr. Olsen was unusually tough on his managers in the Jan. 14 presentation.
 One of those who attended paraphrased Mr. Olsen's message this way: "We no
 longer have appropriate jobs for some of the company's very senior managers.
 They will either figure this out for themselves or be fired."
   Digital shares closed $1.50 lower yesterday at $52.875 in New York Stock
 Exchange composite trading.
   Separately, Digital responded to price cuts by competitors by reducing
 prices on personal computers and related products by 5% to 35%. Digital this
 month began a major push to sell mail-order personal computers made to its
 design by Intel Corp. and Tandy Corp.
   The cuts follow announcements this week by Dell Computer Co., a major
 competitor, that it cut prices 4% to 28% on PCs and by Apple Computer Inc.
 that it reduced its prices as much as 37%.
   Analysts said Digital also is considering taking more of its PC
 manufacturing inhouse. A spokesman said the move would replace some of the PCs
 purchased from Tandy, but he wouldn't be more specific.

    
    Apparently Wall St. likes what it's hearing.  Stock went up 3 points
    yesterday and is up 1 3/8 so far today.
    
    

    
    reprinted with the author's permission.
    
    ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
    
                  I N T E R O F F I C E   M E M O R A N D U M

                                        Date:     10-Feb-1992 03:33pm EDT
                                        From:     Murvin Lackey
                                                  LACKEY.MURVIN AT A1 AT CORA @ CORE
                                        Dept:     
                                        Tel No:   223-7327

TO: See Below

Subject: ENVIRONMENTAL HEALTH & SAFETY, AND WASTE MANAGEMENT         

  Digital continues to face major challenges and opportunities in its global 
  effort of conducting business and offering total solutions to our customers.
  
  An increasing emphasis must be placed on Environmental Health & Safety, and 
  Waste Management leadership practices.
  
  In response to this challenge, I am endorsing the following Purchasing 
  position statement for EH&S, and Waste Management practices as related to 
  Suppliers.
  
  POSITION STATEMENT
  
  Throughout its acquisition process for goods and services, Digital will 
  incorporate the objectives of a continuing commitment to the health and 
  safety of its employees, its customers and the community; waste 
  elimination/minimization; protection of natural resources; and full product  
  cycle management.
  
  o  Digital will do business with suppliers who share the philosophy of going             
     beyond mere compliance; who emphasize their responsibility for impact of             
     their actions on the environment and who apply this philosophy during                
     the design, manufacture and disposition of products, as well as during                
     the performance of services.
  
  o  In selecting suppliers and subsequently holding them accountable for             
     their performance, Digital will include Environmental Health & Safety and             
     Waste Management objectives as standard criteria applied in our normal               
     selection and review practices.
  
  o  Digital will require the selection of products, processes and services
     from Suppliers that:
     (1)  minimize the potential health and safety hazards to all employees,                                 
          customers, and the community.
     (2)  are environmentally responsible and compliant.
     (3)  reduce the generation of waste at its source.
     (4)  provide products that can be re-used, recycled or reclaimed.
     (5)  meet or exceed the standards required by law.
  
  o  Digital will require the use of suppliers who demonstrate the commitment             
     to continued progress in eliminating potentially harmful processes,             
     practices and materials as well as look favorably upon those suppliers             
     who take responsibility for the ultimate disposal of their products and           
     service wastes.
  
  o  Digital will provide technical assistance, in appropriate cases, to help              
     suppliers achieve the objectives of this policy.
   
   A strategic steering committee will be established, chaired by 
   Joe Collentro/Marcellus Stamps, who will work with the areas to ensure 
   adequate training and implementation plans are put in place to support this 
   effort.
   
   I am confident of your full support.
   
   Regards,
   Murvin
  


Distribution:
 
 [removed]

From:	MPGS::ADMIN "18-Feb-1992 1605" 18-FEB-1992 18:54:22.86
To:	@SHRSITE
CC:	ADMIN
Subj:	OZONE-DESTROYING CHEMICALS





	---------------
	|D|I|G|I|T|A|L|			From: ENVIRONMENTAL HEALTH & SAFETY
	---------------			Dept: Facilities; EH&S
					 EXT: 237-3946
	TO: All SHR Employees		MAIL: SHR1-3 F14
					

					Date: 2/15/92 
	


	Subject: Ozone-destroying Chemicals

	Due to the growing signs of atmospheric damage, the Bush
	Administration has issued a directive that an accelerated phaseout of 
	the Chlorofluorocarbons, or CFC's, should be accomplished by the 
	middle of the decade (1995).

	It is a Digital goal to transition away from the use of all CFC's
	from its processes.  The site has done a good job of eliminating
	and reducing the volume of CFC use so far, going from 90,000 lbs in 
	1987, to 30,000 lbs in 1989.  This reduction was accomplished by
	the use of aqueous cleaning using DI water in the manufacturing 
	processes.  However, we need to continue to look at the products we 
	still use and fully research any alternatives.

	To help in the phase out of ozone depleting cleaning agents, 
	manufacturers such as Du pont, have developed non-CFC product lines
	and established consulting businesses to assist companies in 
	cost-effective options.

	The following products contain CFC's.  Please begin to look for
	viable alternatives.  If you have any questions or would like more
	information, please contact the Environmental Safety & Health group
	at x3946


			Chemicals containing CFC's

These chemicals should NOT continue to be purchased without checking for 
alternatives first....Other chemicals will be added to this list as we find
them...                                  

Control #	Chemical				Mfg.

1002		Super Freeze				Rawn Co.
1053		Economy Mold Release TM2756		Osborn Corp
1054		A835 Plastic Mold Release		Stoner Inc.
1055		Fluorocarbon C146			Stoner Inc.
1066		Effa Duster				Ernest Fullam Inc.
1096		D-Sol F13				Service Chemical Corp
1233		Extra Dry Super Freeze/Artic Freeze	G.C. Electronics
1245		Switch & Contact Cleaner 8076,8077	CRC Industries
1333		Prof. Turf Insect Killer		Dow Chemical USA
1368		Disk Drive Cleaning Fluid		Digital Equipment Corp
1371		Tape Head Cleaner			Digital Equipment Corp
1372		Disk Cleaning Fluid			Digital Equipment Corp
1378		Sheila Shine				Sheila Shine Corp
1393		State WAS Wasp Killer			State Chemical Co.
1427		Sealpro Safety Solvent			Sealpro Inc.
1432		Sealpro TFE Dry Film Lubricant		Sealpro Inc.
1453		9102 Syntemp Synthetic Lube (aerosol)	Lubrication Engineers
1649		Rez-n-Bond #1				Schwartz Chemical
1708		20-8185-008 Release Agent		Buehler Ltd.
1745		Dust-Away				Rawn Co.
1759		Freez-It				Chemtronics Inc.
1781		Flux-Off NR				Chemtronics Inc.
1785		E-Series Flux-Off Plus			Chemtronics Inc.
1801c		Belzona Molecular Kit			Molecular Systems
1801e		"       "           "           "	Molecular Systems
1856		MS-122 Fluorocarbon Release Agent	Miller-Stephenson
1881		BCF (Halon 1211) Fire Extinguishant	ICI Americas
1891		Fluorocarbon K-502/R-502 		Kaiser Alum. & Chemical 
1939		Halon 1301 Fire Extinguishant		E.I. DuPont
1940		Genetron 22 				Allied Signal
1941		Genetron 12				Allied Signal
1942		Genetron 11				Allied Signal
1972		Spec-Clean; MCC-SPC			Miller-Stephenson
2105		Hybond 80NF				Pierce & Stevens
2106		Hybond NF Reducer Cleaner		Pierce & Stevens
2132		Freon 13				E.I. DuPont
2148		MS-222 Aeroduster			Miller-Stephenson
2149		MS-171/CO2 Connector Plus		Miller-Stephenson
2150		MS-195/CO2 Solvent Flux Remover		Miller-Stephenson
2151		MS-242 Quick Freeze			Miller-Stephenson
2262		Tak pak 710 Accelerator Mist Spray	Loctite Corp
2270		Tak pak 710 Accelerator Pen		Loctite Corp

These chemicals contain CFC's and will NOT be approved by EH&S.  Alternatives
should be found for these chemicals.

Control #	Chemical				Mfg.

		Co Contact Cleaner Aerosol		CRC Industries
		MS-230 Contact Re-nu			Miller-Stephenson
		MS-180 Freon TF Solvent			Miller-Stephenson
		MS-180P 				Miller-Stephenson
		Freon 22				E.I. DuPont
		Freon 502				E.I. DuPont

                                                      
                                    DIGITAL'S 
                      CHLOROFLUOROCARBON (CFC) POLICY STATEMENT
                               Approved 6/15/88
					


It is the policy of Digital Equipment Corporation to reduce immediately, and 
where possible, to eliminate the company's use of chlorofluorocarbon products.
This policy addresses current and anticipated environmental regulations 
enacted by numerous countries in response to the 1987 Montreal Protocol for an
International CFC Reduction Treaty.  Sufficient evidence now exists that 
confirms the adverse effects of CFC's on the earth's protective ozone layer.  
Emissions of CFCs must be eliminated as soon as possible.

                   MANUFACTURING/ENGINEERING/PRODUCT MARKETING


Chloroflourocarbons (CFCs) are used in Digital in the manufacturing of surface
mount modules, semiconductor products, circuit boards, storage systems, thin 
film products and miscellaneous other products.  DESIGN ENGINEERS are 
responsible for selecting components and subassemblies that are compatible 
with non-CFC cleaning and servicing methods.  PROCESS ENGINEERS are 
responsible for finding alternatives and substitutes for solvents and other 
materials containing CFCs.  Where this is not possible, controls must be 
included in the process for complete recovery of CFCs.  Equipment purchased by 
our facilities must include all features and accessories for reducing
CFC losses and emissions.

                           FIELD SALES and SERVICE


Products containing CFCs are being used by Field Service and are being sold to
certain of our customers as cleaners for some of our hardware.  Cleaners and 
other servicing materials containing CFCs will be eliminated from use and
product inventory as soon as possible.  Thereafter, only Non-CFC containing 
cleaners and other servicing materials will be used.  Variances to this policy
require submission to and approval of the Field Service Environmental, Health 
and Safety functions.

Wouldn't it be grate if we could just run down to the store and buy a few
cans of ozone and fly around and spray it to replace that which is gone?




Jum

Yeah, or just fire up a bunch of old TVs and radios ;^)

One of the grate ironies of the air pollution dilemma.  Smog contains lots of
ozone, but it's an unstable compound that doesn't make it into the upper
atmosphere where it belongs.  What we need is an 'ozone pump' to funnel all of
the atmosphere around Los Angeles into the ionosphere. ;-) (only half kidding)

L.A. could probably use the ventilation.

Oh well.

tim

Anybody catch Dr. Stienvax and Cluster covering the stones on todays' DVN????

Its was fun to watch twenty stodgey sales exec's stand up and leave the room.

    I was kinda glad 'cause I could see until they left !

re:       <<< Note 92.345 by SPICE::PECKAR "Shadow skiing the apocalypse" >>>
>                                    -< :-) >-
>
>Anybody catch Dr. Stienvax and Cluster covering the stones on todays' DVN????
>
>Its was fun to watch twenty stodgey sales exec's stand up and leave the room.

Ha! That's funny!  I heard about the music video in the GUITAR notes file, and
I would have forgotten about it but someone remined us.  I caught the re-run at
1pm.  The Mill had a major problem with the broadcast (it would go blank for
minutes at a time every now and then), but the music video came across intact
(but distorted).  Those were all DECcies in the band, including Charlie Farren
(from Farrenheit fame) on the guitar.

adam

Charlie contracts at DEC I think, though I'm not sure of his current status.  
He is a contributor to the MUSIC notesfile on occasion, but I don't believe 
he's been around there for a while.

Scott

    Charlie Farren is a contractor, I think in MRO.
    He used to be in a band called Balloon about 10 years ago.  I just
    picked up a couple of Boston band compilations that WCOZ (remember
    them?) put out in 1979 and 1981, lots of cool old bands like the
    Stompers, The Atlantics, Jon Butcher Axis, The Fools, and Balloon has
    one song.
    
    Scott
    

    Marv,
    
    	Maybe when "great guitarists" are discussed among deadheads, Joe
    Perry goes unnoticed,.. but not among guitar players. In guitar notes
    hes mentioned,.. at least in the "honorable mention" topic,. and
    he may even have his own note ( I can't remember )
    
    	UNfortunately,.. if they didn't:
    
    		- play a show or on album with the dead or Jerry
    		- appear on the same billing with the dead or Jerry
    		- cover a dead tune
    		- cover the same tune the dead covered
    
    	then they just are not musicians.
    
    	I guess I'll put a :-) right there
    
    								/

    
    
    Slashmon....
    
    :^) :^) :^)
    
    I know where you're sitting......
    
    in GUITAR notes Slashmon sticks up for the Dead, and in Dead notes he
    sticks up Aerosmith.... :^)
    
    In a small cross-section of notesfiles there dude.... :^)
    
    Hogan
    
    PS: Joe Perry was the first guitarist that really caught my ear...I'm
    an Aerosmith fan from way back....

    I dunno, Slash.  I don't think Leo Kotke ever covered a Dead tune, but
    I could be wrong...;-)
    
    I tend to have a certain knee-jerk reaction to top-40'ish players, but
    I can still respect their talent, if not their taste.
    
    Craig Chiquico (sp) of Jefferson Starship is a fine, fast player, but
    my perspective of him was he entered the band as they took a sharp
    right turn at the dollar sign (around the time Balin joined, not so
    coincidentally).
    
    Trey whatshisname of Phish is one of the hotest players I've heard in
    years, and not at all top-40.  Reminds me a bit of a guy named Jan
    Ackerman (I think) of the old, old, Dutch jazz band called Focus from
    the early seventies.
    
    Then there's Michael Hedges, David Bromberg, and a ton of others.  They
    don't have to die before being recognized by the public, but it doesn't
    hurt. ;-)
    
    tim
    

	Hey now Hogan!!!! :-)


>    Slashmon....
>    
>    :^) :^) :^)
>    
>    I know where you're sitting......
>    
>    in GUITAR notes Slashmon sticks up for the Dead, and in Dead notes he
>    sticks up Aerosmith.... :^)

	This is true. I seem to be hell bent on convincing everybody that
	goodness can be found outside their musical boundaries. For a group
	that prides itself on its "openmindedness", I have found that
	some deadheads have very small musical boundaries or territories.
	I was half joking back there, but there are deadheads that I know
	who think that way, unfortunately for them.

	In the music world in general,.. like in GUITAR notes,..people
	generally explore much more varied regions of music.

	All of the above is *evil* generalization,.. so please don't anybody
	feel that you need to defend yourself or deadheads in general against
	these generalizations,.. there are many exceptions.

	Anyway, having said that,.. and having found myself in similar
	positions many times before,.. I'll stop now. But,.. there is one
	very nagging question....

	and that is....

	Why oh why Hogan my brother do you help me defend Joe Perry in Grateful
	notes,.. but when I'm trying to defend the dead in GUITAR notes do
	you "leave me to the wolves"???

							/who_thinks_he_knows


    
>    In a small cross-section of notesfiles there dude.... :^)

	Too small I guess :-) ;^)

    
>    PS: Joe Perry was the first guitarist that really caught my ear...I'm
>    an Aerosmith fan from way back....

	He definitely has unique tone. I wonder what kind of guitar he plays
	:-) :-)

    
    
    I like the Joe Perry Gibson tone, thank you :^) :^) :^) :^) :^) :^)
    
    Haven't been reading the GUITAR notes much, and skimming it at best.....
    
    I said in GUTAR notes that neither Eric Clapton nor Eddie Van Halen were
    worthy of wiping up Bobby's spit off the stage after a Dead show.  But
    no one would take me seriously :^) :^) :^)
    
    Hogan

    
    63 3/4 at 2:00pm
    Up 1 1/2
    The announcement's tomorrow
    
    Phyllis_in_stock_trauma_mode
    
    

 From the brochure I got:


 Key revisions to the policy:

 . Explicit anit-retaliation language and provisions.


 Open door standards:


 .Employees may begin the process with their managers/supervisors, OR ANY HIGHER
  LEVEL MANAGER/SUPERVISOR within their organization.

 .Employees are not required to start the process with a particular manager with
  in their organization (eg with their immediate supervisor), nor are they 
  prohibited from escalating their issues to an appropriate Geography Open Door
  Resource Manager or to the Corporate Open Door Manager.





 Jum

    
    FWIW, if that happened to me, I'd send a variation on this note to Jack
    Smith.
    
    That sucks, Bob.
    
    

    
    closed at 65 1/4 

    ditto what phyllis said...  take it outside your organization... 
    outside your building if you have to...
    
    					da ve

    Bobbb,
    
    	Phyllis beat me to it....
    
    	The variation I would send to Jack Smith would include all the
    names and positions of the people you dealt with. I have to believe
    the man was sincere when he initaited that policy,... and I would
    hazard a guess that he might do some early reviews of his own if he
    knew how this was handled.
    
    	One word of advice,.. you are (justifiably) pissed right now.
    Make sure the letter to Jack contains "nothing but the facts". You
    know,.. say things like ".. and then my review happened early for no
    apparent reason and I was given bad ratings for no apparent reason.."
    as opposed to ".. then the b*st*rds sh*fted me with a bogus review..."
    
    	And one last thing,.. DON'T WAIT ANOTHER SECOND TO WRITE IT
    
    								/
    

    
    And one more thing..
    
    Have someone who is unbiased read it before you send it out.  You are
    obviously (and justifiably) pissed off here, and what might read as
    unemotional to you, might not be exactly flame-free. ;-)  
    
    I used to work with someone (I'll call him John) who used to write
    memos that were a little obnoxious (I'm being nice here) constantly. 
    Now, everytime my boss or I have to write something we're p.o.'d about,
    we then read each other's and give it the "does this sound like John
    test" and if it does... rewrite!!!  :-)
    
    

    I was bitten by the failure of the open door policy too.  When I was
    looking for a job, I brought up some of the problems I had with my
    former supervisor (that job was a living hell in many ways).  It turns
    out that instead of fixing the problem, these complaints were used
    against me when a supervisor was interested in hiring me until this
    certain personnel person said I probably wouldn't be right for the
    job.  They took my complaints as a fault in my character (i.e. if I had
    these problems with one supervisor, I would have them with anyone) and
    not as a fault of my former supervisor.
    
    I guess you just can't use the so-called open door policy with anyone,
    only go to a person you know and trust and in no way has any affect on
    your present or future career path.
    
    
    Another instance of trying to go over someone's head: last summer for
    the longest time we didn't have a secretary.  I was getting a live pay
    check then, and there was no person assigned to pick up the checks from
    the payroll people.  Sometimes I would get the check on time, other
    times it was a real hunt to get it by the end of Thursday.  I finally
    got fed up and made it known that they needed a depandable solution to
    this problem, and that I had the right to go to personnel with this
    problem.  Well, that really got them mad - from several areas I was
    threatened with comments like "Don't you EVER threaten us like that
    again!!".  I was threatening them?????  Someone wasn't doing their job,
    that was all.  But try to tell someone that they aren't doing their job
    around here and you'll have the mafia putting bombs in your car.  If
    they can't politely respond to their employees problems (we all have
    the right to go to personnel with ANY problem) than they're the ones
    who aren't following the alleged company policies, and it makes the
    open door policy look like nothing more than a utopian idea.
    
    Scott
    

Hey now Bobbb,

Don't lose faith in Digital's Open Door policy.  It *does* work.  I've
used it before with great success.  If you can't get the lower level
managers to deal with you fairly, you can *always* go higher up.  You
can escalate a problem up to Ken Olsen if need be to get it resolved
satisfactorily.  You need to find out exactly what is the "chain of
command".  I was given a bad review once as a retaliation which I won't
elaborate on.  Anyways, I wrote a letter to personnel in response to
the review - giving point-by-point referenceable facts that was in my
favor.  In the letter, I pointed out stuff that was blatantly untrue
and stuff that happened only once that was used as a generalization
against me.  The letter was sent to personnel and cc'ed to my cost
center's manager and my cost center's manager's manager.  That got a
response quick enough and the matter was solved very fast after that.
My manager at that time and my cost center manager left the company
a few months after that when other folks on the department "spoke up"
at the unfair practices the cost center manager used.  He ran the
department like a military establishment!!  So don't get discouraged,
Bob.  What goes around comes around.

peace,
t!ng

    Thanks for the words of encouragement.  My inclination at this point is
    just to let the matter end, find another job, and get on with my career
    elsewhere.  Despite the way I might have come across, I'm not ready to
    give up on Digital yet either ... we've got a lot invested in each
    other.  I've had a couple of interviews elsewhere in the company, and
    I've been quite honest with them about what's happening.  In both cases
    it sounds like it'd be different there.
    
    That's the way it is with this company ... how you're treated depends a
    lot on where in the company you happen to be.  Managers are given a
    great deal of latitude to define how they conduct business with their
    employees.
    
    I do believe that Jack Smith is sincere in what he says in the
    brochure.  I also happen to believe that he has neither the time nor
    the means to back it up in all cases.  He relies on middle management
    to make it work.  And sometimes it does, and sometimes it doesn't. 
    Honestly though, Jack's got a lot more important things to worry about
    right now than whether one employee gets treated fairly or not.  And
    after the past few months I have to believe that the more I fight this
    the worse it's gonna get.  And I really don't come to work to fight
    with my bosses ... it's wicked unpleasant.
    
    My best course of action is to get out of here with my job intact, and
    over the next few years bury that review behind a coupla good ones.
    Assuming I'm given the opportunity ...
    
    						... Bob
    

    As a former manager with Digital, I advise to not let it stand, and
    work the 4 rating. In theroy a 4 rating should not be a surprise
    there should have been several "problem solving", or "performance"
    discussions. I also agree with working it outside the building.
    
    In today's economic environment, a 4 rating is an invitation for
    getting laid off. 

Definitely work this issue up the line. You cannot get another job with a 4 
rating.

I would definitely rewrite the message you put in here with the facts and no 
opinions and elevate it. If you think you will get satisfaction no lower than 
Jack Smith, then send it to Jack. When he sent out that memo he was very 
serious and if he were to receive a memo from you and fix the problem and show 
people that he really does mean business then more people will be willing to 
bring their problems out into the open and things might just get fixed.

On a more personal note, I am now looking for a job because myself and others 
in my group told a certain group that they weren't doing their job right.

Best of Luck Bob

Geoff

	Bobbb, in using the open door policy, present your case like you would 
present Alpha to a customer: market it to that mangers niche. Sounds awqful, 
but its the only way to get them to listen. Emphasize revenue impacts, not 
feelings. Isn't it sad..

	This opinion is based on the "level-centricism" memo in the next reply.
Its aa real good example of a disgruntled employee's attempt to use the open
door policy to elevate an issue he believed warranted elevation. You'll noticed
Demmer (VP, Vax systems and servers) was impressed enough to re-forward the
memo to his entire staff... 

Good luck, Bob!

From:	MPGS::MPGS::LEE "Ed Lee, 237-3394  25-Feb-1992 0807" 25-FEB-1992 08:13:35.66
To:	@ALLSTO
CC:	LEE
Subj:	Comments form Joe Valentine...fyi and thoughtful response....

From:	ESDNI7::FREDERICK "24-Feb-1992 1843" 24-FEB-1992 18:45
To:	@MMC
CC:	FREDERICK
Subj:	fyi

From:	MEMORY::MSBCS::DEMMER "Bill Demmer DTN: 293-5000 BXB1-2/D10  24-Feb-1992 1637" 24-FEB-1992 16:42:05.10
To:	@VSS
CC:	DEMMER
Subj:	FYI-Input from Joe Valentine on VAX Business

From:	AIDEV::VALENTINE    "Joe Valentine, AI Tech Center, DTN 296-5606" 18-FEB-1992 15:37:25.84
To:	MSBCS::DEMMER
CC:	VALENTINE
Subj:	RE: Your "VAX Business" Memo

Bill,

I just had the opportunity to read your recent memo on our VAX
business and agree with many of your perceptions of why we're in
the position we are today.

I agree that the decline of VAX business in our more "traditional"
markets was somewhat overshadowed, or even hidden, by the
excitement that accompanied the penetration of more "MIS-like"
accounts.  However, I believe there were other forces 
at work that were responsible for our slow reaction to market
changes over the past two years.  And, I believe that many of these
problems are still with us and will not disappear with the
introduction of ALPHA.  That's not to say that they can't be
corrected.  But, technology and new products don't get at the root
causes.

As someone who sits in the trenches, I truly believe that most of
"our hurting" over the past year is a direct result of management's
refusal to listen to the very people they empower to keep them
abreast of customer needs and demands.  And, I'm not necessarily
talking about just senior management, but middle managers as well.
I have been with DEC for over eight years and have witnessed what I
think is a major cultural change within this company.  There has
been a major shift toward what I call "level-centricism" where
people only listen to those who have equal or greater power as
defined by their SRI code.  Our "open door policy" seems to work
fine for voicing complaints, but it's not working at all as a
mechanism to drive the company to success.

In my own case, I have a background and considerable training in
science and research.  I think my value to DEC is that I understand
the needs of that marketplace, know many of the customers, and have
good working relationships with many third-party suppliers to that
market.  I'm not a visionary by any stretch of the imagination.
But, over three years ago, I predicted that we were making many 
wrong decisions that would ultimately affect our ability to solve
our customer's problems in that market; a market, I might add,
that has been a traditional stronghold for Digital.  My predictions
weren't based on any secret information I had.  They were valid
because I lived that market from day to day.

Yet, with all I knew about what was happening, I watched us lose
market share.  The frustrating thing for me was that
during that three year period, I sent memo after memo, gave
presentation after presentation and paraded customer after customer
in front of management, all in an effort to convince them that our
direction in scientific computing was "way off the mark."
Obviously, I wasn't very effective and that's something I need to
work on.  However, I never felt as though I was taken seriously.
On the one hand, I was told that I was the expert and my feedback
and opinions mattered.  On the other hand, I often felt ignored
because I was not at a "high enough" level in the chain. And, I was
often censored.

Now, I did what I could do.  But, there's some sense of guilt I
carry with me for not doing more, because much of our loss of
share in that market could have been prevented.

I don't want to dwell on the past and in thinking about the purpose
of writing this memo to you I guess the message I want to make
clear is that, as a company, we really need to place more effort on
building trust between management and workers.  Yes, it's true we
need technology and we need good products, but Digital should be a
place where, no matter what the size of the company, people feel
like they CAN make a difference.  This will only come when people
are really made responsible and when our open door policy is used
more for the sharing and transfer of knowlegde and ideas than for
complaining.

I believe ALPHA has the potential to catapult us back into a
leadership role in many of our strong, traditional markets.
However, it will only work if we value each other's opinions,
ideas, and input.  During World War II, some of the most valuable
naval intelligence we had on the enemy came not from high-ranking
military intelligence officers, but from relatively uneducated
foreign dock workers who spent day after day watching the ships
come in and out of the harbors.  

Let's not forget to listen to the dock workers!

Regards,

Joe Valentine

> Jack [Smith]'s got a lot more important things to worry about
>  right now than whether one employee gets treated fairly or not.

NO WAY!  

The whole reason I came to work for this company was because of its 
reputation as a 'people company'.  You have far more patience than I, Bob
(probably comes with experienc, eh?), 'cause if I was treated the way you were,
I would have told my boss to go pound sand!  I also would have made sure that
his/her career here @ DEC was affected by his/her blatant disregard for policy
and blantant disrespect for me (but, like I said to you on Friday, I get pretty
vengeful if someone intentionally and unfairly give me the shaft!)

Plus, if your boss is shafting you, and gets away with it, he/she will also 
shaft the next person who "follows company policy", that is against his/her
personal agenda.  So besides the fact that pushing this will help you, it will
also help the next person, and in turn, the company as whole...

Just the rambling's of a crazy kid...

Dave

 

    Once again, thanks for the support.  On advice of "counsel" (actually,
    more than one of them) I've deleted the note I put in describing the
    incidents.  Perhaps this is an inappropriate place to discuss such
    matters.  Suffice it to say, I'm living proof that the Open Door
    Policy doesn't always work.  And my advice to anyone who is thinking
    about using it as a means of problem solving is "do so at your own
    risk".
    
    After fighting this thing for so many months, only to find myself in
    deeper trouble at every turn, I do not believe this is a fight I can
    win.  If I could find a way, I'd be happy to pursue it.
    
    The only way is if I could prove that PROCEDURE wasn't followed,
    rather than taking the "unfair treatment" approach.  I've looked
    through the Orange Book, but don't see any policies that really apply
    to the situation.  Can anyone point me to the appropriate policies on
    performance reviews?
    
    ... Bob
    

AS for procedure not being followed...


if the client you are working for is giving 1s and 2s to your manager and he 
is turing around and giving 4s then he is not following procedures. There must 
be some sort of warning given that an employee is not performing up to 
expectations.

In VTX under the new procedures section 6.02 on page 8 and 9 there may be some 
information that will help you.

In your title you said that you can't fight city hall, well in this case you 
had better fight "city hall" and get that "4" removed from your record, 
because you can not change jobs within the company with a "4" rating.

From the orange book: "Retaliation against an employee for utilizing this 
policy could result in disciplinary action up to and including termination."



Proof of retaliation could be: All your previous reviews were 2s maybe a 3 
with no mention of poor work quality and then a 4 for no explainable reason.

Geoff

    re: -1,
    exactly....
              rfb

    well, on a slightly different note,
    
    I thought yesterday's Alpha announcement was the BALLZ!
    
    Everybody associated with Alpha (especially those of us in
    SCO) should feel righteously proud today!
    
    It's about time this company did something RIGHT!

    Damn Right you should if anything good comes from yesterdays party in
    Hudson it will be good press !!! Im proud for you people involed with
    Alpha and its nice to have friends from outside the company say
    something positive, i was tired of hearing I was geting layed-off 
    weekly....:')
    
    Chris

    Yeah,. it is real nice talking to friends about this... seems it
    may be just in time to save our image from decaying cokmpletely,...
    
    But what I'm really looking forward to is seeing some people I know
    who work for competitors who have been saying things like "Oh you
    work for DEC,.. are they still in business??" at the last couple
    DECUS' and other stuff,.. I'm psyched to see these people priming
    me for Alpha info,...:-) :-),... Yeah,. I work for DEC,.. cradle
    of the world's fastest microprocessor :-)
    
    								/Bill
    
    

    
    And coming soon..
    
    TV ads!
    
    Phyllis_who_thinks_it's_about_time
    
    ps - I think they start during the NCAA tournament but I'm not
    positive.
    
    

From:	NAME: US Vice President             
	FUNC:                                 
	TEL:                                  <PRESIDENT.VICE.US AT A1 at SALES at MRO>
To:	See Below


From:  ROSE ANN GIORDANO
===========================================================================

We're moving into an exciting phase of the Open Advantage campaign: television 
advertising.  Starting March 1, the first commercials in a four-year program 
will begin during the NCAA Basketball playoffs on CBS, and continue on through 
the Seniors Golf Classic this August.

These ads are a mid-life kicker for the successful Open Advantage print 
advertising.  We have moved to television because it will make the greatest 
impression on the largest number of prospects in the shortest timeframe.  This 
will help us establish a meaningful brand leadership so that when you make 
calls Digital's position is clear:  We're the company that's going to help 
customers gain the benefits they are seeking from open solutions. 

Television advertising will open doors for you.  Let's capitalize on this 
opportunity!  Here is how to follow up with each of the three main audiences 
the ads will influence:
  
1. TOP MANAGEMENT will notice that Digital is on TV and is putting a lot of 
   money behind its Open Advantage message.  When you speak to a senior person 
   who has seen the ads, tell them that the ads are pointers to a set of 
   Digital's products, services, and practices.  Offer to make a presentation 
   on how the Open Advantage gives customers the freedom to make the best 
   information systems choice, while leveraging and optimizing the investment 
   they have already made. 

   Top management will be particularly interested in the Open Business 
   Practices messages.  The Open Advantage training tape titled, "Competitive 
   Edge Selling, The Open Advantage" (#4088 through the AV Catalog) provides 
   some background and customer examples on these messages.  Or call the Open 
   Advantage Helpline @ 297-3000 for information on other available videos for 
   customers.  

2. MIS MANAGEMENT, may be asked by top management why they cannot do what the 
   ads show Digital can do.  You'll find them to be most interested in the 
   Open Services message.  Show how this translates into vendor independence 
   and a single point of accountability.  Emphasize that we have the 
   consulting services that can both design AND implement, in contrast to 
   other service providers.

   Technical evaluators who have the need to fit new IS acquisitions into an 
   existing architecture or who are charged with creating a new IS 
   architecture, will also respond to the Open Advantage message.  You can 
   position yourself as a consultant in this situation.  Tell your prospect 
   that you can share information on what other companies are doing around 
   building computer architectures.  Use the Guide to Open Advantage 
   Supporting Collateral, also known as Management Notification 102.

3. Potential new customers: who identify with the problems the ads pose and 
   are interested in what we can do to solve them.  Begin with the standard 
   Open Advantage messages: Digital's willingness to offer freedom of choice, 
   and our ability to leverage the customer's existing investment.  Remind 
   them that Digital can not only work with but can recommend (and service) 
   non-Digital content in systems integration projects.  Lay out our unique 
   strengths. 

As you sense a customer getting interested in the Open Advantage message, 
bring out some of the new sales tools.  There is a new brochure for 
high-level customers, "Digital's Executives Discuss the Open Advantage" 
(EC-YO331-05), the new OA pocket reference card (EE-EM295-05), and The Open 
Advantage brochure (EA-L4449-97).  And we expect to have videos of the new 
advertisements orderable within a month.

The Open Advantage TV ads will open doors for us.  If you can capitalize 
on that and continue to build interest in the Open Advantage, you'll have
more RFP's to work with in the future.  Call the Open Advantage Helpline 
at DTN 297-3000 for support.


=============================================================================
Distribution:	U.S. Account Team Members.  To update your profile, send your 
name and badge number to SEGMENTATION @MRO or SALES::NSP.
=============================================================================

"You may experience problems while trying to perform everyday tasks."

			-- what we can expect after reboot of a system 
			   with hardware problems, according to our system
			   management

    
    I just watched the DVN and they showed the new tv commercials and..
    surprise, surprise.. they were actually pretty funny!  They're
    scheduled to be shown during the NCAA tournament and some golf
    tournament that's in the near future.
    
    BJ says he's expecting them to generate 900M in revenue.  Let's hope
    he's right.  That's gotta keep some of these cubicles full.
    
    

    
    I saw one yesterday.....I was watching it closely, and towards the end
    of the commercial I was getting suspicious that it was DEC (they hadn't
    disclosed the name of the system or company).  And lo and behold!!
    
    It was pretty good!
    
    Hogan

    
    So they're on tv already?  THat doesn't mean the NCAA tournament
    started does it?  (I didn't get my picks in yet!)  Which one did you
    see?
    
    

    
    >>Which one did you see?
    
    I saw the one where this guy was talking with the new computer, as
    though it were a new hire; he was welcoming it as a new co-worker, and
    saying hw glad he was to have it there, because none of the other
    computers could talk to each other.  At the end, he said "Nice tie" to
    someone walking by, and then turned to the computer and said "Thats the
    boss...."
    
    The message of the commercial wasn't really new, but I had never seen
    it before.
    
    Hogan

    
    Oh...and the NCAA's haven't started yet :^)
    
    

    
    Yeah, they showed us that one.  I think the whole idea is pretty cute. 
    I was still scared they were gonna use that Digital's hip to the
    standards thing. ;-}
    
    And thanks, yes I did find out the NCAA tournament doesn't start until
    Thursday.  Now I just have to hope my brother (I pay, he picks) gets
    his phone turned back on by then.  College kids. ;-/
    
    

Some interesting contradictions here, and I don't like the implications this 
has for Digital, not only DCU.  I voted today for a change at DCU.  Have you 
voted yet???

Scott

================================================================================
Note 505.0            Cape Cod Times article on 1986 Report           19 replies
GUFFAW::GRANSEWICZ "I'm voting for REAL CHOICE candi" 189 lines  20-Mar-92 00:27
--------------------------------------------------------------------------------
    
    [Permission to forward or re-post this note is granted.  However, the
     original note header and names at the end of the note must be
     retained.  The contents of the note may be shared with any DCU member.]
     
   [Re-printed without permission from the Cape Cod Times, March 19,1992]

	    "Digital had tip-off in '86 about bad loans to Cape"
			By Susan Milton
			   Staff Writer

	  Millions of dollars of risky Cape real estate loans were first 
	investigated in 1986 by the Digital Equipment Corp., according to
	investigators at the international computer company.

	  Checking out a tip about the Cape loans, the investigators were
	surprised to learn that the primary lender was their own credit union,
	the Digital Employees' Federal Credit Union, based in Maynard.

	  Their report, intended as a warning, was rejected by credit
	union leaders, the former Digital employees said.

	  Now the credit union has lost millions of dollars because of such
	loans, now known to be faked and channelled through the closed
	Barnstable Community Federal Credit Union in Hyannis.

	  Due to the loan losses, the Hyannis credit union was taken over 
	a year ago and closed last June by federal regulators.  Last April,
	the Digital credit union fired Richard Mangone, its president since
	1983.

	  Mangone and other Barnstable credit union insiders secretly siphoned
	millions of dollars in loans shared by the two credit unions between
	1987 and 1990, according to two civil lawsuits.

	  Digital's 1986 report has resurfaced to draw new attention to the
	$345 million credit union, the largest in New England, and its parent 
	computer company.

	  The Cape Cod Times has learned:

	  o The Federal Bureau of Investigation has supoenaed and obtained the
	    1986 report.

	  o The 1986 investigation and report was denied last week by Digital
	    credit union chairman, Mark Steinkrauss, also Digital's director
	    of investor relations.  He described "an informal inquiry" in 1986
	    that revealed Mangone was serving on the Barnstable credit union 
	    board that developed and sold the large loans to his own credit 
	    union.

	  o A Digital lawyer, by letter and telephone, last year warned two
	    former Digital employees to keep quiet about the company's 1986
	    investigation of Cape loans.

	  Those early loans, all repaid, included $2.8 million for the 41-lot
	Yankee Village commercial/residential subdivision in Brewster and a 
	$2.7 million mortgage for the Sands Motor Lodge and Greenbrier Motel
	on Route 132 in Hyannis.

	  Later, between 1987 and 1990, Mangone led the Digital credit union
	to invest another $18 million in 12 similar loans for Cape motels
	and real estate projects, all now in foreclosure.

	  The 1986 report has resurfaced during a campaign that will decide
	the future management of the Digital credit union, created as an 
	employee benefit for Digital employees.

	  Under fire for months over the Cape loans and other operating 
	policies, the entire Digital credit union board, many of whom are
	high-level Digital managers, is being replaced.

	  The unusual election, involving 81,000 voters at various worksites
	in 83 countries, was mandated last November at a special meeting
	called by rebelling depositors.  The ballots were mailed March 14,
	with results due at the credit union's April 23 annual meeting.

	  At the heart of the campaign are the Cape Cod loans.  The primary 
	focus according to board critics, is not the fraud nor the credit
	union's losses.  It was the board decision in 1985 to make such 
	loans at all.

	  "The issue is that our credit union funds were being funnelled
	into what many consider to be risky investments, land development
	on the Cape.", said candidate Phil Gransewicz, a Digital engineer
	and board critic.

	  Digital investigators, also credit union members, had the same 
	reaction in 1986.  That is why the 1986 report was an early warning 
	to the board about its lending policies.

	  Confirmation about Digital's 1986 investigation came from two 
	former Digital employees.  Although known to Digital, both men asked 
	the Cape Cod Times not to publish their names.

	  In further confirmation, Digital lawyer William Sutton's letter
	warned against disclosing information about a 1986 investigation.
	Sutton contacted the two former employees, first by telephone, then by
	Express Mail, just before the November debate over the board's removal.

	  Because of such warnings, each refused to comment on the 1986 
	investigation and report.  But the two former employees said there was
	no reason to protect Sutton's letters, which puizled and angered them.

	  The report, one former employee said, was not about Digital at all,
	but about the credit union, a seperate corporate entity, which had shown
	no interest in the report's contents in 1986.

	  He asked, "Why is Digital keeping this from the (credit union)
	membership which has a right to know if people (board members) running
	for office were delinquent in their duties or not?"

	  Sutton did not respond to a request for comment.  In a later letter 
	to the two men, he said his purpose was not to intimidate the two former
	employees but to remind them of their legal and professional 
	obligations.

	  In a telephone interview last week, Steinkrauss downplayed the 1986
	events by saying, "I'll say again - and I am in a position to know,
	there was no investigation.  There was no report.  There was no 
	subpoena.  There was none."

	  He did remember meeting with Digital management in 1986 over an 
	anonymous phone call.  He said the call "suggested some sort of 
	impropriety and I'm not even sure it was with (Digital credit union)
	but with Barnstable."

	  Told about Sutton's reference to the 1986 investigation, Steinkrauss
	then recalled there had been "an informal inquiry but all the 
	references were to the Barnstable credit union."

	  Steinkrauss suggested that the newspaper was being fed distorted 
	information by board candidates who were politicking or trying to 
	tarnish past or present board members.  He also suggested that the 
	likely sources about the 1986 investigation had ulterior motives.

	  He said, "I can't tell you the circumstances under which they left,
	(their jobs) because that would be a violation of trust."

	  One former employee said they retired early, by choice, when 
	Digital offered to buy out their pensions.  Known, not anonymous,
	sources started the investigation.  Both men said that an in-depth
	investigation resulted in a lengthy report about the early loans.  
	The Cape Cod Times also confirmed, through non-Digital sources, that
	the report had been obtained by the FBI by subpoena from Digital.

	  Through the 1986 inquiry, Steinkrauss added, the Digital credit
	union board did learn its president, Richard Mangone, was also 
	serving on the Barnstable board.  The board asked Mangone to sever 
	his Barnstable relationship, Steinkrauss said, because "he was 
	drawing his salary, after all, from DCU."

	  Mangone complied, but continued to make weekly visits to the 
	Barnstable credit union to prepare the fraudulent loan applications
	that he then presented and sheparded through a deceived Digital credit
	union board, according to a pending lawsuit.

	  Steinkrauss even visited the Cape investments on trips to the Cape,
	he said.  He is among four Digital credit union board members who 
	own second homes or timeshare units on the Cape.  He did not know if 
	other board members made similar visits.

	  In another change after the 1986 report, the Digital Credit Unions
	participation, usually 75% to 90%, was concealed.  Its participation
	was denied, in 1987 and early 1991 by Mangone and other Barnstable 
	credit union officials interviewed then by the Cape Cod Times.  The
	loan's were recorded in the Barnstable credit union's name.

	  The Digital credit union is now suing Mangone, as well as Robert 
	Cohen of Newton, former counsel for both credit unions; Cohen's
	Wellesley law firm, Cohen & Kushner; Rockport developer Ambrose 
	Devaney; Barnstable developer and credit union founder James K. Smith;
	and Centerville appraiser Paul C. Brown.

	  Its suit claims that each man played a role in a scheme to locate
	properties, fake loan and legal documents, recruit "straw borrowers",
	inflate property values and siphon money for personal use.

	  About last year's revelations, Steinkrauss said, "I know that I was
	deeply saddened to see that the trust we had put in Mr. Mangone was
	broken.  It was a blow to all of the board and all of the staff and
	certainly all the membership at Digital (credit union)."

	  Claiming $47 million of fraud at the Barnstable credit union, 
	federal regulators are suing Mangone, Smith and Cohen, as well as 
	former Barnstable credit union leaders Michael O'Neil, a lawyer now
	living in Scituate, and Bruce Harris, now living in Florida.

<><><><><><><><><><><><><><><><><><><><><><><><><><><><><><><><><><><><><><><><>

Out of fairness to my former cohorts in the field (and by here, I mean the 'real'
field, i.e. anyone who sees customers EVERY day) my experience in the past year
causes this article to remind me more of middle management and 'corporate' field
people.  Sales DM's and above, and the Sales VP's and their staff are the first
ones I think of.  After that, the crews of marketing and corporate field support
that are always travelling around the world, sometimes unnecessarily.

We used to see a lot more of that stuff, so I guess it got better, but there was
still a lot of it going on.  Sales reps, local support, Field Service and EIS
got grilled on every long distance phone call they expensed.  Believe me: I'm
STILL resolving some of these expenses from last November.  They're not the ones
behind this stuff.  No sales rep that I know could expense a $1000+ bar bill!

A big chunk of what we call the field isn't the field at all.  Now that we have
reorganized and changed the names of the guilty to hide who/where they really
are, it's kinda hard to point them out.  I don't think the real field people have
been getting away with this kind of thing for years.  Look in Alpharetta, Rolling
Ghettos, Landover, MRO and MKO - lots of 'field' people that only see customers
occasionally - with managers that aren't under the gun to watch expenses.

This may be one positive aspect of NMS - management is a lot more sensitive to
expenses.

Let's see - did I leave anyone out?  I'd hate to miss a chance like this to 
really alienate someone...:-)

tim

    Interesting that a sales rep is qoted in there defending the
    expenses...
    
    the "if it helps land a $X sale then its OK" or whatever was said
    really rubs me thre wrong way. I mean, on the surface, yes,.. but
    the facts are that we haven't been seeing "increased sales" to match
    up with the "increased abuses"...quite the opposite unfortunately for
    those who were laid off or will be,... :-/
    
    I think this just ruined my weekend :-/
    
    								/
    

Hey now /mon, don't let it ruin your weekend!!  Anything but that!!!

FWIW, the way I read that quote is that not every expense that may seem 
outrageous on the surface is an abuse.  Problem is, too many of these expenses 
are not bringing about multi-million dollar contracts.

I work with alot with the kind of psuedo-field people that Tim referred to and 
when I first joined the company in '89 I was amazed at what some people were 
expensing.  Lately (as in the last 6-9 months), I have noticed a dramatic 
change in behavior as far as expenses go and I am amazed that this kind of 
abuse is actually going up.  Perhaps it is related to what I see as the 
changing perceptions of DEC's corporate philosophy from "we are family" and "do 
the right thing" to "look out for yourself, no one else will."

Scott

	Here is the memo discussed in the article...


From:	NAME: Tony Wallace @MRO             
	FUNC: U.S. Finance                    
	TEL: DTN: 297-2250                 <WALLACE.TONY AT A1 AT USCTR1 AT MRO>
Date:	29-Jan-1992
Posted-date: 29-Jan-1992
Precedence: 1
Subject: EXPENSE MEMO                                                          1
To:	See Below


    In May, I committed to take a number of actions as a result of the Q4 
    Business Expense Review.  As you recall, there were a number of serious 
    business judgment and policy violations.  They were dealt with on a 
    one-on-one basis and in several instances, disciplinary action was 
    taken.  The majority of issues centered around lack of compliance to 
    company policy.  All of the results from the review were communicated 
    and a recovery plan was implemented.  Within this recovery plan, a 
    commitment was made to continue testing of business expenses on a 
    quarterly basis.  
    
    The Q1/Q2 Business Expense Review has been completed and the findings 
    indicate that we have continued to violate and/or ignore company 
    policy, exercise poor business judgment, and waste Company funds.  This 
    pattern must be reversed.  It does not appear that we (the U.S. 
    Team)are driving the need for responsible behavior down through our 
    organizations.  We have delegated authority; it is now time to expect 
    responsible decision making and accountability at all levels.
    
    I.   The most significant problems occurred in connection with the 
         beneficiary rule.  This rule simply states, "you do not approve 
         expenditures from which you receive a direct benefit" i.e. do not 
         approve meetings, meals, etc. at which you were in attendance.  It 
         is not surprising there is a direct correlation with unauthorized 
         Digital Only Business Meetings, excessive alcohol tabs, and 
         non-customary purchases.  For example:
    
    	 o  A $1737 business meeting included a bar bill of $1024, food of 
            $400, plus tax and tip.  This meeting was for all Digital 
            employees and the approver was in attendance. 		   
    
    
    	 o  A business voucher totaling $1650 included a $350 receipt for 9 
            crates of wine gift sets, as well as, a $730 tab for alcohol 
            consumption.  All those attending were Digital employees 
            including  the approver.
    
    	 o  Two employees attending the same business meeting, "Dinner 
            Cruise on the World Yacht", split the bill and processed $1780 
            and $1400, respectively.  The individual who approved both 
            expense vouchers attended the event.
    
    	 o  Notable and multiple trips have been taken by the same set of 
            individuals, all coming from different parts of the country.  
            These Digital only meetings have been at luxury hotels in 
            resort areas.  Each trip exceeded the auto and lodging 
            guidelines; for example, 
    
    	    -- The Pointe in Phoenix, Arizona $110/night, along with a 
               Luxury class vehicle.
    
         In all these instances, a Purchase Order was required with 
         appropriate exception approval.  Employees are not complying with 
         the "stop purchase/curtail spending" guidelines published in May.  
         When required, the exception approval policy was not followed more 
         than 90% of the time.  
    
    II.  Another area where there is excessive spending is in lodging and 
         rental cars.  When lodging and auto rental expenses were incurred, 
         guidelines were exceeded 50% of the time.  For example:
    
      	 o  Individuals staying at the Boston-Long Wharf Marriott 
            $195/night - Guideline $99
    
    	 o  Lodging at the Hartford Marriott $125/night - Guideline $75
    
    	 o  Lodging at the Arizona Biltmore Hotel at $127/night - 
    	    Guideline $66
    
    	 o  Lodging at the Embassy Suites in New York City at $229/night- 
            Guideline $140.
    
    III. Miscellaneous expenses are being submitted and approved for 
         personal items such as flowers on secretaries day, medicine, 
         toiletries, $214 for a laser pointer and limousine service to 
         drive a secretary to work.  Approximately one half of all 
         miscellaneous expenses approved consist of items disallowed by 
         policy.
    
    IV.  Finally, we have the nebulous area of customer entertainment and 
         business meetings.  As you know, guidelines in this area are 
         flexible; therefore, sound business judgement is required.  The 
         following are examples that do not qualify:
    
         Entertainment at the U.S. Open Tennis Tournament for $125/ticket, 
         $115/hour for a racquetball court, football tickets from scalper 
         at $100/person, $1300 in limousine charges, $400 in baseball hats, 
         and fishing charters are but a few examples.  
    
    The list goes on.  I have not touched on the variety of form issues in 
    which vouchers are submitted late, sloppy, and approved without 
    appropriate receipts and insufficient documentation.  The incidence of 
    procedural errors was running in excess of 85%.  I have also not 
    included the continuing phenomena of multiple Digital employees 
    traveling, attending meetings, and entertaining customers; a habit that 
    is out of control.
    
    We are getting worse not better.  The nature and number of findings 
    indicate that the corrective actions from the last review have had no 
    impact. We need to get this under control and use our time more 
    productively.  It is apparent that our managers are not exercising the 
    control responsibilities we have placed on them.  Conservatively, this 
    costs us $30M a year.
    
    As in the past, I will share the details with Don.  In addition, we 
    will review and resolve the serious violations one-on-one with the 
    appropriate UST member.  If we can not work together to change behavior 
    and our current practices provide too much latitude, then more rigid 
    practices have to be established.  We are currently discussing the 
    implementation of a stop payment on exception processes.  In other 
    words, we'll kick expenses not properly approved.  If we take that 
    step, we'll consider kicking it back to the original approver's 
    manager.  If we do not engage our managers to exercise their 
    responsibility, then I see no alternative to the above.

    The following tale of woe is something I received in the mail this
    morning.  I cannot vouch for it's accuracy, but I can tell you that a
    personal friend of mine had a similar experience when we used to work
    together at Eaton ... and to this day he refuses to do business with
    DEC.  You'd think someone in this company would wise up to the fact
    that our computers no longer sell themselves ... and make it easier for
    people to purchase our products.
    
------------------------ many headers removed ---------------------------

Subj:	Tale of unbelievable customer patience (no wonder we're in trouble!)
Subj:	it's hard to buy from DEC
Subj:	A cutomers trek to buy DEC -- a sad tale indeed
Subj:	The Story of A Customer Who Wanted to Buy From DEC But Couldn't
Subj:	My plumbing supplier and DEC

I had an interesting experience over the weekend; I had a plumbing problem. 
So, I went to the local plumbing supplier to get some parts I needed. While 
I was there, I chatted a bit with the owner of the store. When he found out 
I worked for DEC (his store is in Maynard near the Mill), he said. "You
know, a couple of guys are coming in to sell me some personal computers
from DEC this week." I said "Great! What will you do with them?" He then
described software he wanted to use (estimates, designing bathrooms, etc.)
I said it sounded like DEC could take care of him. 

Then he said "You know something? It has taken 2 years to get a salesman to
come and see me?" "What?" I said, "You're kidding." He said, "No I'm not. 
If I didn't do a lot of business with DEC I would have given up by now. I 
first called them 2 years ago, and they told me they were selling their PCs 
through vendors. I called the vendor they gave me. The representative came 
in, and told me I could do better than DEC. I said `but I want DEC. Aren't 
you a DEC supplier?' She said she was, but told me I could do better with 
some Japanese model she had. She was so persistent, I finally asked her to 
leave the store. You know, DEC should get to know the people they have 
selling their stuff." 

By this time I was fascinated. "Then what happened?" He said, "Well, IBM 
came in, on their own. I told them what I wanted to do (and told them I 
would probably buy DEC), but they did up a proposal and brought it in 2 
weeks later. They were going to sell me 3 PCs and some software for $25K. 
They called me by phone every two weeks after that. Very polite, but
very persistent." 

"I was still determined to buy DEC, so I called again. They referred me to
someone in Marlboro. I called her and was told she was on vacation for 2
weeks. I waited the 2 weeks and called. She told me I had to talk to
someone else. I called them. They sent me back to her. By now I'm
frustrated; IBM is still calling every 2 weeks. Even my wife said to buy
IBM. `To h*ll with DEC if they don't have their act more together than
that.' But, I do a lot of business with DEC, and want to buy DEC." 

I was in a hurry to go fix a leaky faucet, but was really engrossed. "So
what did you do?" "I did the only thing I knew to do," he said. "I called
Ken Olsen's office. I used to be his plumber and thought maybe he could get
me an inside track." (An inside track! To buy our computers!) "How long ago
was that?" I asked. "Oh, a few months ago. They're coming in this week. He
must've pulled some strings." "Yeah." I said. "He has a lot of power." 

As I was leaving, he said, "I hear they're having more layoffs there." I
said, "Yes, probably. *You* shouldn't be surprised." He said. "No. Not
really." 

    I got that a couple days ago and had to seriously restrain myself
    from blowing a few head gaskets
    
    I also could not enter it in here without losing my cool
    
    This company, or more accurately, this companys sales and marketting
    efforts are nothing short of laughable
    
    						/slightly_manic
    

    
    $239M loss.  Stock down to 48 1/4.
    
    

    Oh Lord
    

Gulp.

Whew.  And I was bummed at having to sell stock last week at $54....

    
    The rumors I've been hearing say we will cut by 20,000.  5,000 are
    expected to take the early retirement package, so that leaves 15,000
    layoffs.
    
    :-(
    
    

    Wow ... talk about timing !!!  Glad I got the new job offer when I did. 
    Of course, there's always a possibility of becoming a lay-off casualty,
    but if I'd stayed in my old job it woulda been a dead-nuts certainty.
    
    ... Bobbb
    

    44 5/8 - Glad I sold 2 wks ago!

    Sounds like our worst nightmare for our group may come true.  We always
    had a feeling we'd be asked to leave (somehow) after we slave and sweat
    at DECworld.  These layoffs come right on time.
    
    dave

    RE .405
    
    T!ng ... I posted that in here last week ... see reply .394.
    
    ... Bobbb
    

>re:    T!ng ... I posted that in here last week ... see reply .394.
    
Oops, sorry!!  I just got that in the mail.  I must've missed it when
it was posted.  I'll delete it...

peace,
t!ng

From the internet...  forwards deleted...


         -----   M A J O R  V I R U S  A L E R T   <-----

o  George Bush Virus - Doesn't do anything, but you can't get rid of it until
November
o  Ted Kennedy Virus - Crashes your computer but denies it ever happened
o  Warren Commission Virus - Won't allow you to open your files for 75 years
o  Jerry Brown Virus - Blanks your screen and begins flashing an 800 number
o  David Duke Virus - Makes your screen go completely white
o  Congress Virus - Overdraws your disk space
o  Paul Tsongas Virus - Pops up on Dec. 25 and says "I'm Not Santa Claus"
o  Pat Buchanan Virus - Shifts all output to the extreme right of the screen
o  Dan Quayle Virus - Forces your computer to play "PGA TOUR" from 10am to 4pm
6 days a week
o  Bill Clinton Virus - This virus mutates from region to region.  We're not
exactly sure what it does.
o  Richard Nixon Virus - aka the "Tricky Dick Virus" you can wipe it out, but
it always make a comeback.
o  H. Ross Perot Virus - same as the Jerry Brown virus, only nicer fonts are
used, and it appears to have had a lot more money put into its development.

------- End of Forwarded Message

%%% overflow headers %%%
To: deleted

I heard that Bill Strecker has been asked to leave the company.  Anyone else
hear this?

Bad news for DEC folks....

It is going to get only worse in the next quarter I think.  There are so
many things broken in this company........

    
    We were told that after the new org chart came out, and he no longer had 
    any top responsibility he resigned.  Which is really the same thing.
    
    

    
    Yes, I heard this on Wednesday.  I have an opinion about this that I'm
    not ready to share in a public notesfile... :^(
    
    Folks, imho it's gonna be scarier than ever around here...
    
    Tree

The Strecker thing is just a rumor at this point.  Me thinks there are going 
to be lots of rumors flying around in the coming weeks/months and if folks are 
going to worry about things, it might be best to worry about that which we 
know is true.  No flames intended.

Scott

	Yeah.  Anybody else who saw that orgchart notice any other "ommisions"?

	Where's Grant Saviers, for example???


Sorry, I deleted the copy I had...

 I agree...If I believed every rumor I've heard around here I would have been
 hauled off by the guys in white coats a long time ago..things are going to
 happen, but the best thing to do, IMO, is fasten your seat belt, hang on and
 keep moving forward.




 Jum

    
    Well Scott,
    
    No flames taken...  
    
    I agree wholeheartedly about not propagating rumors as truth. However,
    this was reported to me as fact.  I suppose it depends on how you
    define "rumor".
    
    If something is a rumor until it is officially announced and public
    e-mail is sent in wide distribution proclaiming it as fact, then I'd
    agree that this is still a rumor.
    
    But I will clarify my source...  My boss.  and he got word from his
    boss, who got word from his boss.  A short staff meeting was called just 
    for the purpose of communicating this issue.  So, it was certainly not
    positioned to me as a rumor...
    
    I just wanted to clarify my source to help clear the fog (not Fog)...
    
    Treemon

    
    And I agree with Jum too.  Let's not let the thunder above us keep the
    flowers from growing!  :^)
    
    Tree

    Well, if its gonna happen and you've made this far well so be it . I
    for one hate the rumor BS all it does is brings people down and makes
    the whole problem worse....so for this 10yr DECcie all I can say is
    I'll believe it when I see it ! and try to make the best of it.
    
    Chris

    Well, I guess I can say this since it's been announced.
    Bill Keating (head of SDT) has decided to take the early retirement
    package.
    
    Scott
    

    
    Fog got the 2nd one conspicuously absent.  The third is Dom LaCava.  I
    will not be surprised if all three leave.
    
    

                  I N T E R O F F I C E   M E M O R A N D U M

                                        Date:     15-Apr-1992 02:40pm EXT
                                        From:     DAVID FARMER @MKO
                                                  FARMER.DAVID
                                        Dept:     Networks Public Relations
                                        Tel No:   603-884-4467

TO:  Remote Addressee                     ( _delni::steffero )


Subject: CNN DAY BREAK - GLOWING DIGITAL COVERAGE                    


Bettianne,

Please forward this memo to Networks Marketing distribution list.

Thanks,

Dave.

    			################# 

CNN's DAY BREAK ran a story on April 8, identifying Digital and 
Hewlett-Packard to replace IBM at the pinnacle of the computer industry. 
Attached are notes from about 1/2 of the story. "Brilliant investments in 
network architectures" was stated as the primary reason.

The full context was focused on IBM's stock jump of 2 1/2 points and Merrill 
Lynch's upgrade of IBM stock from "neutral" to "above average". CNN's guest, 
Thomas Rooney, Technology Analyst from Donaldson, Lufkin & Jenrette said 
emphatically that Merrill Lynch was wrong.

Thanks to Jerry Reitz for bringing the story to our attention and to Elizabeth 
Reinhardt in Corporate Public Relations for tracking down the video.

I have the 3/4" video if anyone wants to see the full report.

Dave.



PARTICIPANTS		Stuart Varney
			Business Day
			CNN

			Thomas Rooney
			Technology Analyst
			Donaldson, Lufkin & Jenrette



CNN	 Arguably IBM was America's, if not the world's premier 
         company in the early to mid 80s. It has tumbled a long way 
         very quickly and you're saying it's not going to regain its 
         position?

Rooney	 I think this industry is so dynamic and the changes since 
         1987 and the move towards networked architectures are so 
         revolutionary that if you fall off the curve, it's very very 
         difficult to get back on ... particularly for a company of 
         IBM's size.

CNN	 IBM's stock yesterday was just shy of 85 dollars a share. You 
         wouldn't buy it at that level?

Rooney	 No. I think there may be a little bit of near-term upward 
         movement in the stock, but I think it's going to consistently 
         run into pressure as people come to grips with the longer 
         term problems.

CNN	 If IBM's lost its position at the pinnacle of the computing 
         business, who takes over?

Rooney	 We believe that DEC and Hewlett-Packard will emerge as the 
         new leaders among the large systems companies in the 1990s.

CNN	 What makes them look so good?

Rooney	 Both companies, again, made major transformations starting in 
         the late 80s. It's apparent that HP has been one of the best 
         performing computer stocks over the last 12 months. I think 
         It'll become more evident at Digital over the next year. The 
         company's made some very good investments in networked 
         architectures for the 1990s. Once they get their costs down, 
         those investments will start to roll through to the bottom 
         line.

CNN	 Hewlett-Packard's stock has reflected improved valuation from 
         the market, but DEC's has not. It's still around $53 a share?

Rooney	 Yes.

CNN	 Where do you think it's going?

Rooney	 My sense is that if you go back to the late 80s at the high 
         end, DEC was at about $200. I believe somewhere over the next 
         5 years we will see that high again, which is a substantial 
         ... and people would look at it and scoff ... but I think DEC 
         made some absolutely brilliant investments that are beginning 
         to impact the P&L today.

CNN	 I think you've got the attention of our viewers on that one.

From:	CADSYS::FORTY2::LEROUF::CASEE::VNS "The VOGON News Service  21-Apr-1992 1042" 21-APR-1992 05:40:14.13
To:	VNS-Distribution
CC:	
Subj:	VNS #2560  Tue 21-Apr-1992

<><><><><><><><>  T h e   V O G O N   N e w s   S e r v i c e  <><><><><><><><>


 Digital - Disbands group, sidelines three officials
	{The Wall Street Journal, 20-Apr-92, p. A3}
   Move suggests air of crisis as concern reorganizes second time this year
   Digital Equipment Corp sidelines three senior executives in the besieged
 computer maker's second reorganization in as many months.
   The surprise move underscored an air of crisis at the nation's second
 largest computer maker, based in Maynard, Mass., and set the stage for a new
 round of layoffs as it scrambles to staunch further losses.
   Digital said it would disband a newly created engineering group and
 distribute its tasks to marketing units, stripping chief engineer William D.
 Strecker of his duties. While Mr. Strecker remains a vice president, he
 appears to have lost the influence he wielded as a member of Digital's core
 executive committee and a key architect of the VAX computers that fueled wild
 growth in the 1980s.
   Mr. Strecker, 47 years old, "has been part of the backbone of Digital's
 culture for two decades," said Marc Schulman of UBS Securities Inc.
   Also derailed in the move were F. Grant Saviers, who headed personal
 computer and peripheral operations, and Domenic LaCava, who built computer
 systems based on Unix operating software.
   A spokesman portrayed the reorganization as an effort to bring product
 engineering closer to customers. But to some, it suggested disarray. "It's
 incredible," said Jay P. Stevens, an analyst with Dean Witter Reynolds Inc.
 "They had just created this organization in February" and given Mr. Strecker
 significant new responsibility.
   But Digital was stunned by an unexpectedly deep third-quarter loss of $294.1
 million, as revenue fell 7.6% to $3.25 billion for the period ended March 28.
 When the loss was disclosed April 9, executives hinted at sweeping new
 measures to restore profitability.
   A senior Digital manager said president and founder Kenneth H. Olsen "feels
 we haven't gotten the revenue growth we should have from the $1.6 billion a
 year we've been spending lately on product engineering." Mr. Olsen had earlier
 told managers he thought that $400 million could be squeezed from engineering
 and research costs.
   Some analysts said the moves may mean Digital is getting serious about
 dumping strategies that haven't worked in today's intensely competitive
 market. But others have lost patience with the slow pace of change and
 Digital's reluctance to carry out tough actions they say are needed. "Please
 tell us what you want to be when you grow up," asks analyst Shao F. Wang of
 Smith Barney, Harris Upham & Co.
   Analysts expect Digital to take its third major restructuring charge in the
 fourth quarter, which ends June 30, to cover the cost of additional work force
 reductions and plant closings. The company still had $694 million in reserve
 as of March 28 - representing the unused portion of a $1.1 billion charge
 taken in last year's fourth quarter - but now says it may need even more in
 the coming year.
   Digital has said dismissals will resume May 1 after it assesses the results
 of an existing early-retirement program. Digital employed 116,000 people as of
 March 28, down from a peak of 126,000 in 1989.
   Mr. Stevens of Dean Witter expects Digital to take a new charge of at least
 $800 million and figures the company will try to cut its work force to about
 100,000 by next December 31. "There's only so much cutting you can do at once
 without disrupting operations," he said.
   Digital also may elect to take a separate charge to conform with new
 accounting regulations for post-retirement health care costs, a move many
 large companies have been forced to take in recent months.
   Barry F. Willman, an analyst with Sanford C. Bernstein & Co., estimates the
 added charge for post-retirement health care could total another $750 million,
 prior to any applicable tax benefits.
   In the engineering reorganization, disclosed Friday, two little-known
 executives gained significant new responsibilities. Frank McCabe, who headed
 a marketing unit responsible for large computer systems, will oversee most VAX
 engineering. And Charles F. Christ, who ran the departmental and small to
 mid-sized systems unit, has added personal computer and peripheral engineering
 to his portfolio.
   Two additional senior executives, manufacturing chief Robert Palmer and
 software chief David Stone, also take on parts of Mr. Strecker's realm.
   A spokesman said that Messrs. Strecker, Saviers and LaCava would likely find
 new positions in the company. But it wasn't clear what roles they might play
 and they couldn't be reached for comment.
   Mr. Willman of Sanford Bernstein said Mr. Strecker's apparent demotion was a
 surprise because he had been so influential and recently had a lead role
 a close relationship with Microsoft Corp., a Redmond, Wash., computer software
 maker.
   Next Monday, Microsoft's chairman, William H. Gates, is expected to address
 a huge Digital sales exposition in Boston to give details of the companies'
 emerging relationship. Mr. Gates has said he wants to make Microsoft's
 forthcoming Windows NT operating system software available on Digital's
 next-generation computer design, code-named Alpha. The alliance is expected to
 provide a strategic advantage to Digital as the first Alpha products become
 available late this year.
   The reorganization apparently shifts this relationship - and most other
 operating-system software - to Mr. Stone's purview. The change is a welcome
 one, says Mr. Schulman, the UBS analyst, because it recognizes software's
 rising strategic importance to Digital.
   "Software now drives corporate strategy, instead of hardware and software
 being equal," Mr. Schulman said. That's a direct result of listening to
 customers, rather than letting engineers dictate decisions. In that light, he
 said, "these moves make good sense."
   Terry Shannon, a consultant in Ashland, Mass., said he was surprised by the
 changes, because he didn't think Mr. Strecker could be held responsible for
 Digital's recent calamitous results. "He was in the wrong place at the wrong
 time," Mr. Shannon said.
   Separately, a Digital insider said Senior Vice President Winston R. Hindle
 has taken on the duties of acting chief financial officer. Others said
 efforts to find a successor to James M. Osterhoff, who resigned last year,
 have begun to focus on outside candidates at the insistence of the board of
 directors. Earlier, analysts had predicted that Digital's corporate
 controller, Bruce J. Ryan, would be named.



    Permission to copy material from this VNS is granted (per DIGITAL PP&P)
    provided that the message header for the issue and credit lines for the
    VNS correspondent and original source are retained in the copy.

<><><><><><><><>   VNS Edition : 2560     Tuesday 21-Apr-1992   <><><><><><><><>

This is kinda funny. The product is DEC's DECnet/SNA Remote Job Entry software.

:-)

<Mail headers deleted to protect the innocent>

Subj:	thought you'd enjoy this excerpt from the new rje s9 kit description


  3.  There was a problem where the VMS Server could enter an  erroneous
      state  while  processing  a  READER stream which would cause it to
      abort with the message

	%SNARJE-F-TESTERR, try this on for size @#$%^&

      A dump was often produced.  Obviously, this text is a  relic  from
      when the product was in development.  The text has been changed to

	%SNARJE-F-TESTERR, SNARJE$SERVER failed internal consistency test

      Also, the condition that caused this message to be issued  in  the
      first place should not occur.  If it does, the message issued will
      now be

	%SNARJE-F-CDSFAT, FATAL internal error while processing FMH1/CDS

  

    >> -< What do you get when you take out your aggressions at your job? >-
    
    Well, in my case I got to find another job.
    
    ... Bobbb
    

		Subj:	DEC reorganization ....


			... and the new management team is ....

    
                          (####)
                        (#######) 
                      (#########) 
                     (#########)
                    (#########) 
                   (#########)
   __&__          (#########) 
  /     \        (#########)   |\/\/\/|     /\ /\  /\               /\
 |       |      (#########)    |      |     | V  \/  \---.    .----/  \----. 
 |  (o)(o)       (o)(o)(##)    |      |      \_        /       \          /
 C   .---_)    ,_C     (##)    | (o)(o)       (o)(o)  <__.   .--\ (o)(o) /__.
  | |.___|    /____,   (##)    C      _)     _C         /     \     ()     / 
  |  \__/       \     (#)       | ,___|     /____,   )  \      >   (-0-)   <
  /_____\        |    |         |   /         \     /----'    /___\____/___\ 
 /_____/ \       OOOOOO        /____\          ooooo             /|    |\
/         \     /      \      /      \        /     \           /        \  
  HOMER 	MARGE		BART		LISA		MAGGIE

 What about Ren and Stimpy?







 :^)

"Maybe ... if I assign them extra duties ... I can stop their -
 DEC ... MADNESS"
		-- Mgr Hoek

	Hey, keep those obscure Cable TV references outta this conf...



	You bloated sack of protoplasm, you!


:-)

    this just in from the DCU notesfile ...
    
    results of DCU board election - new board of directors:
    
    Dawkins *
    Mann
    Ross *
    Gransweicz*
    Millbury
    Mceachin
    Kinzelmann *
    
    * = "REAL CHOICE" candidate; they win a MAJORITY!

Alright!!!  I am especially happy about Lisa Ross, who is the FA for my group!
Maybe now my needs truly will be heard .... Congratulations Lisa!!!!

I'm back from *beautiful* North Carolina!  Man is it gorgeous in the spring.
Give it a month and it'll be overwhelmingly hot though....

To the notes at hand -

I am a DCU member and I have mixed feelings about this; mainly from not 
knowing any better/worse.  

But I have to ask myself this;  Does being a good computer engineer 
or a good financial analyst for a computer corporation qualify you in
any way to be able to run a credit union.  

Let's just hope that the "people's choice" know what's up, down, right,
and wrong.  

bob

ps. so don't tell me that "oh how could they be doing a worse job" sort of
thing because that's not my point :)  Just asking how being qualified to 
design, write software, track expenditures etc etc  makes one able to run a 
large C.U.

??

Thanks Marv for the answer.  I didn't know what they did
and if you needed to be financially qual'd.

thx again
bob

I would think that the BOD of the DCU should have some financial experience,
though. I mean, look at what happened.  They hired a professional CEO whom they
trusted to invest our deposits wisely.  He brought to them what in all likelihood
looked like a good deal, at least as he presented it, and then he basically
f*cked them (and us).

Or, looking at it post facto, we're pissed at the old BOD for not keeping a 
closer watch on this clown.  Without a financial background, and keep in mind
most of the old BOD did have a financial background, it could be pretty hard to
snag the next scumbag....metaphorically speaking, of course ;-)

tim_who_spent_alot_of_time_around_Centrust_Savings_in_Miami_just_BEFORE_they_got
busted_in_the_S&L_debacle

    i thought that the problems with the BOD weren't so much that they
    didn't catch this guy in advance, so much as when it became evident
    that he was a crook they chose not to share informatin with the members
    and then raise the rates to the members to cover anticipated losses?
    
    imho (take this one lightly considering my personal financial
    experience :^) anyone slick enough can put it over on the board...
    but when they know something like that which is obviously of importance
    tto the members, they shoudl be open and honest about the state of
    things in OUR credit union...
    
    					da ve

Good point.

I had the impression that they just rubber stamped a rather blatantly stupid
loan that he brought before them as an 'investment'.  I'm not exactly on the
edge of my seat with this case, though.

I mean, like me, DCU only waves at my money as it passes through on it's way to
the rest of the world.  I'm just trying to keep them from skimming. ;-)

tim

>> I mean, like me, DCU only waves at my money as it passes through on it's way to
>> the rest of the world.  I'm just trying to keep them from skimming. ;-)
        
        I believe that was another point of the election.  Credit Unions
        are not supposed to be run like banks.  They are only supposed to
        make a profit in the sense that the profit is shared with the
        members.  Credit Unions are supposed to be a "benefit" to the
        investors (who are the members) and are not supposed to finance
        "investments" ... especially risky ones.
        
        Since I cannot get a car loan or mortgage through DCU (living in
        NC) and since they have not returned "profits" to members since
        before 1986 and since they chose to reorganize their fees, I chose
        to cancel my membership.  If they ever become profitable enough to
        be able to afford to expand their benefits again, maybe I'll
        rejoin, but I doubt it.  I prefer banking with a human being, not
        through an ATM or Post Office.
        
        _Mike

    Yea,  when I was living in Florida, I used local banks instead of DCU. 
    It just didn't make sense to have an out-of-state bank for day-to-day
    things.  Now that I'm back in New England, though, it's handy to have
    them around - no checking fees (yet), interest on my checking (so far)
    and overdraft protection (most of the time) are helpful.
    
    The rate of return on typical deposits are a joke, but they are that
    way almost everywhere.   The thing is, if they start charging service
    fees and such, I might as well use a real bank.  DCU doesn't exactly
    maintain a presence on every street corner - they're short on the
    convenience side, even in N.H./Mass....
    
    I hope the new board can clean things up - maybe they can sue Mangone
    to recover some of their (and OUR) losses...that would be nice.  I'm
    sure he's got a few bucks, and I have no problem with him losing all of
    it.
    
    tim

    
    >I hope the new board can clean things up - maybe they can sue Mangone
    >to recover some of their (and OUR) losses...that would be nice.  I'm
    >sure he's got a few bucks, and I have no problem with him losing all of
    >it.
    
Lawsuits have been filed from all angles, but I doubt anyone will see much cash 
from it.  Mangone has allegedly been gambling it all away, before and after he 
was President of DCU.  Reading the newpaper reports (mostly from the Cape Cod 
Times as posted in the DCU notesfile), it would seem he's been blowing through 
serious cash very quickly and has a serious gambling problem.  He has been 
under court order to live on no more than $8,000 a month (gee, I don't know if 
I could handle that ;^)) since this all came to light and he hasn't been able 
to.  Now the court has ordered that he not be allowed to travel to any state 
with legalized gambling as well as not out of the country.

Scott

    maybe we could get Mangone to come gamble in Cripple Creek (limited
    stakes gambling allowed this year) and we could give him an ole
    fashioned Colo Tar-n-featherin!!!
    
                                ?cowboy? rfb

Re: .440

	Cute!  And only 26 days too late.  It's subtle enough that a fair
number of people might take it seriously, particularly if they skim past the
bit about adding four bits to the router hardware.

	Seriously, cisco does have a fair number of 20 hackers.  I was out
visiting Kevin Herbert shortly after he went to work for them, and they had
some 20s in their lab.

Mark

    Bill Foonley writing a press release, huh?
    
    And Len Bosack stealing KL-10 code to run on a 68020?  I don't think
    he'd find that funny...but who knows, we all mellow with time.
    
    Did Len really start another new company called XKL?  Hadn't heard
    about that one.
    
    tim_Software_Engineer_Tops-20_Monitor_group_1983-1985
    

KO announcement on Bill Strecker's new job...

<headers removed>

From:	NAME: Ken Olsen                     
	FUNC: Administration                  
	TEL: 223-2301                         <OLSEN.KEN AT A1 at CORA @ CORE>
Date:	29-Apr-1992
Posted-date: 29-Apr-1992
Precedence: 1
Subject: ANNOUNCEMENT                                                           2
To:	See Below


I am pleased to announce the appointment of Bill Strecker as Vice 
President, Chief Technology Officer and member of the Executive 
Committee.  This new leadership role will include:

    o	 Expert advisor to the Digital Senior Management Team on 
         strategy and technology issues involving alliances, 
         acquisitions and the integration of Technology, Products, 
         Services and Markets.

    o	 Senior Digital spokesperson to major customers in explain-
    	 ing/positioning Digital's Technology strategy.

    o	 Senior Digital technology representative and spokesperson to 
         industry, government, education and analyst groups.

    o	 Chief technology advisor/consultant to the Digital technical 
         community, including Systems Integration, Services and 
         technology development.

With the rapid changes and increasing complexity of technologies, 
markets, competition and alliances, this new role has particular 
significance.  I am especially pleased we can count on Bill's 
leadership, experience and insight to assist the company in meeting 
these significant challenges.

Please join me in congratulating Bill on this new and critical 
responsibility.


To Distribution List:

removed

    Ok,
    
    Who out there remembers Stan Olsen?
    
    tim
    

    no its Mrs Olsen the Folgers coffee lady's son !

    
    
    	Anyone who admits to remembering Stan Olson would have to be at least
    as old as Tim Grady, and I don't know anyone who matches that
    description in this file......
    
    

    HA!!!!!!!!!!!!!!!!!
                       rfb with more gray hair than Tim but younger!

RE:          <<< Note 92.447 by MR4MI2::REHILL "Call me Mystery Hill" >>>

    
    
   > 	Anyone who admits to remembering Stan Olson would have to be at least
   > as old as Tim Grady, and I don't know anyone who matches that
   > description in this file......
    
    

  Well, I remember Stan Olson :-Q





 Jum

When did Stan O leave DEC?  

While I can't say I remember him I may have been here that long.

No gray hairs (well only a few)...just another babyface :)
bob

    Richard Nixon has a brother named Donald, rarely noticed during
    Nixon's presidency and invisible afterwards. Billy Carter was rather
    more conspicuous.
    
    I thought we were supposed to forget Stan Olsen until I got something
    in the mail containing a picture of him.
    
    How many of the Dead have siblings?
    
    John

[forwarding header deleted] 

                   I N T E R O F F I C E   M E M O R A N D U M
 
                                         Date:      13-Apr-1992 06:32pm CET
                                         From:      Ken Olsen 
                                                    OLSEN.KEN AT A1 at CORA @ 
CORE 
                                         Dept:      Administration
                                         Tel No:    223-2301
 
TO: See Below
 
Subject: PROFIT PLAN FOR THE BOARD OF DIRECTORS                                 
3                                                                                    
 
The Board of Directors is requesting a plan that will make us 
profitable.  We should make a first pass at this at the 23 April 
1992, Board meeting.  We should show how we will be immediately 
profitable, and how we will be profitable in the next six 
quarters.  We will break the Company into the obvious pieces and 
have the appropriate people make the presentations, or, in order 
to save time, we might have someone summarize the information in 
one presentation.
 
 
   I.    CORPORATE STRATEGY
 
         The Corporate strategy is to always strive for 
efficiency and effectiveness, and to cut out unnecessary 
expenses.  We work particularly hard at this during slow economic 
times and we have a lot more to do during this recession.  
 
         However, the Corporate strategy, during a recession, is 
to continue product development at a high level and to continue 
support of our customers even when they are not in a position to 
purchase.  In order to do this, we must maintain a very 
conservative balance sheet so we can continue these investments 
and exploit them when the recession is over.
 
         It is this strategy of supporting customers, developing 
products and maintaining a growth during a recession that has 
made us number two in the computer business. 
 
  II.    PROPER PRESENTATIONS
 
         I would like Win Hindle to organization the proper 
presentations and decide who should speak and where we should 
summarize.  
 
 
         A.   The first presentation should be the ALPHA business 
plan.  I would like all ALPHA projects from the different areas 
of responsibility presented as one business plan.  I do not want 
this to be a justification of the ALPHA program because it will 
not pay off until after six quarters.  Instead, this should be a 
documentation of the investments we have made and will make 
during the next six quarters and a model which shows that all our 
decisions fit together in a consistent plan.
 
              I do not want to avoid the question of eventual 
profitability but that is not the presentation we are making at 
this time, and it might take us a long time to agree on a set of 
guesses that would justify the investment.  For now, I am willing 
to say we believe it is in the long term interest of the Company 
to continue, but I definitely want it to be very clear how much 
we are investing and that these investments are consistent with 
each other.
 
         B.   GIS
 
              I would like Frank McCabe to lay out the budget for 
his new team.  He should figure last year's cost and how much we 
can save next year by cutting out unnecessary products and 
developing efficiency by cutting out operations that are not 
necessary.  However, we should particularly concentrate on how we 
are going to sell more by engineering our products completely and 
by making them easy to sell, making products the customer needs 
and wants and, in general, helping the sales person.
 
         C.   Small and Medium Enterprise, Office and 
              Workstations
 
              The same should be done for Charlie Christ's 
organization.  His operation will be largely re-doing products 
that are new.  There will be fewer products that should solve a 
wide range of problems in a very simple, prepackaged form.  I 
would like to define Fault Tolerant as one of his Office 
products, even though it is in and should continue to be in Frank 
McCabe's group.  
 
              Charlie might detail how we expect to save and make 
money on workstations.  The ALPHA workstations will, of course, 
be in the ALPHA program.  Some workstations should probably be 
cut out because they are not needed or are not competitive.  We 
can tell how we will do the next go around of workstations in 
modular form so we can do many of the pieces only once and use 
them everywhere.
 
              Charlie should also tell how we will aggressively 
sell workstations and get the software and operating systems 
necessary to make them effective.
 
         C.   Marketing  
 
              Bill Johnson should go over his budget, explain how 
he will save money and how he probably will spend more money to 
do more marketing and how the apparent business model of the 
Corporation shows that a small investment pays off.  However, he 
should linger on how he is going to save money.
 
              Bill should also spend time showing his Corporate 
advertising plan and how it fits into a profit making scheme. 
 
         D.   Engineering
 
              I would like Jack Smith to go over all the things 
in Engineering that are not covered by the above and explain how 
they fit and what we will do with them in the next six quarters.  
 
 
         E.   Systems Integration
 
              Russ Gullotti should do the same and tell what he 
is doing to be more effective, the investment he is making, the 
costs he is cutting and how his multitude of operations will be 
more effective.
 
         H.   U.S., Europe and GIA 
 
              The three Areas should probably consolidate their 
presentation and it probably should be presented by Don Zereski.  
They should cover, by Area, the costs, what it costs us to 
prepare bids and follow through with them, what it costs us just 
to support the customer, how much we are investing to support 
customers who cannot purchase at this time but we think it is a 
good investment.  If at times we are cutting support and we think 
it is poor business, this should be mentioned also.
 
         I.   Overhead and Manufacturing
 
              The overhead in the rest of the company and the 
things we are doing in Manufacturing we will save for another 
time.  Up until now, every time we want to save money, we 
concentrate on overhead in manufacturing.  This time, I want to 
concentrate on how we can generate both more and better products.
 
         J.   Software
 
              I think it would be appropriate if David Stone 
summarized all the individual business plans for writing systems 
software and protocols, and all the application work being done 
in the Company.  Much of this does not report to David, but I 
think it would be good for one person, like David, to do the 
summary.
 
The Board has asked for much more detail, for more numerical 
analysis, to give them the feeling for our thoughts and the fact 
that we do analyze what we are doing.
 
KHO:eh
KO:6944
(DICTATED ON 4/12/92, BUT NOT READ)

    [headers deleted]
    
		Forbes article on recreating Digital


    Digital - Re-creating DEC
    	{Forbes, 30-Mar-92, p. 124}
    
    By Esther Dyson, editor & publisher of the newsletter Release 1.0
    
    God could create the world in only six days because He didn't have an
    installed base. That's computer industry wisdom. And that's why the 
    Lord was so creative: He started from scratch. In computing, too, 
    success usually goes to new companies, which, lacking installed bases, 
    don't have a vested interest in old ways.
       Consider Digital Equipment Corp., once an upstart in a world 
    dominated by mainframes. As the pioneering minicomputer company, it 
    created a new order. Over a 35-year history, DEC was a stellar 
    performer, and, like today's hero Microsoft, it went from infancy to 
    adulthood with its founder at the helm.
       But that old demon success, in the form of installed base, has 
    caught up with DEC. Its customer base of thousands and its $14 billion 
    revenue base represent a mountain of inertia.
       DEC's guiding genius, Chief Executive Kenneth Olsen, 62, made some 
    missteps in the 1980s. First he pooh-poohed the personal computer, then 
    open systems, then reduced instruction set computing. On all three 
    scores he was wrong.
       Is DEC about to wither away? Scarcely. The company may yet overcome 
    the burden of its success.
       Two things are significant. One: Olsen is willing to admit past 
    mistakes and start over. Thus, Digital's dazzling new supercomputing 
    chip, the Alpha, will deliver its 400 million instructions per second 
    of performance by relying on a reduced instruction set, the approach 
    pooh-poohed by Olsen years ago.
       Second, Olsen is remaking the company to focus separately on 
    hardware and software.
       It was back in 1984 that Olsen first told an annual meeting, "DEC is 
    a software company." It remained chiefly a hardware company. But this 
    January, after closing out a quarter with a $138 million loss, Olsen 
    formally established a tangible plan for DEC's software strategy, and 
    put David Stone, 50, in charge as vice president of software 
    engineering.
       While keeping its hardware business as a hardware business (and even 
    going into commodity PCs, a step it may regret), the company will "take 
    its software and get a greater reward for it by spraying it everywhere, 
    even on non-Digital platforms," says Stone. Digital has, for example, 
    recently sold software to Olivetti for use on Olivetti machines and 
    sells software directly to users for use on Sun workstations, Says 
    Stone, "That [$138 million] loss was a tremendous agent for change." So
    is Stone himself. With the company since 1970, he nevertheless comes 
    from the outside in an important sense: He spent 1974 to 1990 in 
    Europe, rising through the ranks and overseeing everything from 
    software services and marketing to a 1,000-member engineering staff. 
    Unlike colleagues who spent a lot of time talking to each other and to 
    existing customers, Stone spent more time talking to people outside 
    DEC.
       Stone is also an outside in another important way: He's a software 
    guy - a fairly uncommon type at DEC. It's not that DEC doesn't know how 
    to develop or even sell software, but it doesn't know how to manage a 
    company that's based upon software.
       "For the first time," says Stone, ""we realize we have to separate 
    the business into two models. Hardware is a commodity where you need 
    high market share and low R&D. Software is different. You need to spend 
    twice as much, maybe 15% of revenues, on R&D, and you need to treat it 
    as a high-value-added service. We were giving away our expertise to 
    sell hardware, and other [hardware] people could undercut our price 
    because they didn't have all the software costs."
       That's pretty elementary stuff, and even Digital sort of knew it, 
    but the company didn't act on it the way it compensated its salespeople 
    and set its budgets. Now, says Stone, "We've got the profit feedback 
    loop about 75% right - and climbing."
       In the long run, Stone believes, people will buy computer processing 
    power and data communications delivered through a wire in the wall or 
    waves in the air, just as they get electricity and radio communication. 
    Unlike electricity, data processing will come in a variety of flavors - 
    for example, bookkeeping, forecasting, document retrieval. But most 
    interesting will be functions best performed by a third party: 
    inventory management between supplier and customer, invoicing and 
    bill-paying, industry data collection, automatic document translation 
    and so on.
       Stone wants DEC to move into this business, leapfrogging competitors 
    that still look at software as packages. He sees a battle shaping up 
    much like the over over telephone switchboards. In the past corporate 
    telephone users switched from Centrex in order to manage their calls 
    internally and bought their own switchboards. But now the Centrex 
    approach - moving the switchboard electronically onto phone company 
    property - is back in style, as organizations expand geographically. 
    Under new brand names, the Centrex approach now offers new services, 
    such as cross-country call-forwarding, caller identification and other 
    services that span more than one site or more than one company.
       In similar fashion, the great majority of corporate computer users 
    have preferred to have their computers on-site. DEC wants to fight back 
    by selling not just switchboards (or computers) but also Centrex-style 
    software service. For example, a DEC software service center could 
    fetch electronic invoices from your customers and consolidate them into 
    an order delivered to your factory floor. The Lord created the earth in 
    six days. Things are even more foreshortened in toady's computer 
    industry.

DEC 41 1/4 -1 @2:44 PM...

    FYI: the "d" (I think it's d in the Globe anyway) you see next to DEC's
    stock listing in the daily paper means new 52 week low.  It appears
    almost daily.
    
    Jamie

    
    FYI..
    
    Investor Services will now accept sell requests prior to the buy date. 
    So, you can send an email to them today that says: Immediately sell all
    shares bought in my name on June 1, 1992
    
    and they will, and you'll guarantee yourself your 15%.
    
    I wish I could afford to leave the stock alone now.  Eventually it will
    go back up (when is alpha supposed to ship?), and we're gonna get it so
    cheap this time - it would be a great investment.  
    
    

Got this memo today, forwardings have been removed.



Jum








                                        Dept:      
                                        Tel No:    

TO: See Below

Subject: FYI - MOUSE BALLS                                           



    *************************************************************
    xxxxxxx, this is the craziest retain announcement that I have ever seen.
    What is so crazy is that it is for real!!!! Read it with a sense of humor!
    ***************************************************************

           ESD PRODUCT SERVICE SUPPORT
           SUBJECT:NEW RETAIN TIP


              Record number:      H031944
              Device:             D/T8550
              Model:              M
              Hit count:          UHC00000
              Success count:      USC00000
              Publication code:   PC50
              Tip key:            025
              Date created:       O89/02/14
              Date last altered:  A89/02/15
              Owning B.U.:        USA

              Abstract: MOUSE BALLS NOW AVAILABLE AS FRU (Field Replacable Unit)


         TEXT:
         MOUSE BALLS ARE NOW AVAILABLE AS A FRU.

         IF A MOUSE FAILS TO OPERATE, OR SHOULD PERFORM ERRATICALLY, IT MAY
         BE IN NEED OF BALL REPLACEMENT.  BECAUSE OF THE DELICATE NATURE OF
         THIS PROCEDURE, REPLACEMENT OF MOUSE BALLS SHOULD BE ATTEMPTED BY
         TRAINED PERSONNEL ONLY.

         BEFORE ORDERING, DETERMINE TYPE OF MOUSE BALLS REQUIRED BY EXAMINING
         THE UNDERSIDE OF EACH MOUSE.  DOMESTIC BALLS WILL BE LARGER AND HARDER
         THAN FOREIGN BALLS.  BALL REMOVAL PROCEDURES DIFFER, DEPENDING UPON
         MANUFACTURER OF THE MOUSE.  FOREIGN BALLS CAN BE REPLACED USING THE
         POP-OFF METHOD, AND DOMESTIC BALLS REPLACED USING THE TWIST-OFF METHOD.
         MOUSE BALLS ARE NOT USUALLY STATIC SENSITIVE, HOWEVER, EXCESSIVE
         HANDLING CAN RESULT IN SUDDEN DISCHARGE.

         UPON COMPLETION OF BALL REPLACEMENT, THE MOUSE MAY BE USED IMMEDIATELY.

         IT IS RECOMMENDED THAT EACH SERVICER HAVE A PAIR OF BALLS FOR
         MAINTAINING OPTIMUM CUSTOMER SATISFACTION, AND THAT ANY CUSTOMER
         MISSING HIS BALLS SHOULD SUSPECT LOCAL PERSONNEL OF REMOVING
         THESE NECESSARY FUNCTIONAL ITEMS.

          P/N33F8462 -- DOMESTIC MOUSE BALLS
          P/N33F8461 -- FOREIGN MOUSE BALLS

          USERID (RSSTEWART)    NODEID (BCRVM1)
          INT.ZIP 1225, DEPT 2AW,   TL 443-4597  (407-443-4597)
          ESD PRODUCT SERVICE SUPPORT, BOCA RATON, FL.
 


 

    I'm roaring :^) :^) :^)

	That memo is a myth.  I believe it is based on a similar memo, but with
a heck of a lot less innuendo. It also is very much changed from when I first
saw it several years ago... 

    Yup ... that one went thru the network at least two or three years ago. 
    Last time I saw it, it was done up like it was from IBM.
    
    ... Bobbb
    

    The one from IBM was real,.. and so could this one be,...
    
    							/Bill
    

 Oh well.  Should have figgered as much I guess..





 Jum

The mouse balls article comes around every year or so, as some have already
pointed out.

BAD Jim!  Bad!!!   ;^)

    on the Serp deal...well last friday here at SHR1,2,3 @75 people left
    DEC for the last time....Personal threw a party in the cafe with live
    bands the 1st group was West & Russo !! yup our very own ! da ve and
    Hogan put on a very nice 45 minute set of covers and da ve originals
    I would like to thank them so very much for taking the time to do this
    for the great people that left the company....again thanks to both of
    you !
    
    
    
    	Chris

Only one person in my group did the SERP thing.  She is one of our group
secretaries.  Today, she is back on temporary assignment, so, she did not
really go away, yet (critical need, I guess).

other then that, i've not been affected by this at all (yet).  

    We had 4 people go in our group of 48. We are all based in the field
    (Credit&Collections). Some of our best people headed down the road,
    we were all feeling bad. Not sure what I would do had I beeen of age.

    I had an unusual SERP-related experience.  Nobody I knew in ZKO left on
    Friday, but that's mostly because I don't know many people there. 
    Saturday evening I went down to see Pousette-Dart Band at the OVK and
    checked into a very inexpensive, small, new place called the
    Westborough Inn, only a few blocks' easy walk to the OVK.
    
    It's a really neat little place, and it was only $39+tax for the night
    (which beats driving to Amherst NH at 1am)...And as I was told later on
    by the Rehills,  the Westboro Inn is owned by a SERPing DEC
    ex-librarian, Claire Davis, and her husband.
    
    So, to plug for a former DEC person, and a very nice lady, I highly 
    recommend this place if you're going to Westboro for any reason, but 
    especially for close proximity to the OVK.  It's a nice, clean, 
    inexpensive place.
    
    tim
    

	Pousette Dart Band??

	Did they do amnesia???]

	I love that song!

>	Did they do amnesia???]
    
    Yes.  It was a terrific show.  Their last before going to Nashville to
    do a new album.  I'm particularly fond of the OVK, too.
    
    tim
    

    Subj:
    
                         Voluntary retirement program ends
    
      The voluntary Special Early Retirement Program (SERP) has had a
    significant impact on Digital's workforce.  Some 3,700 employees took 
    advantage of the program, which ended May 29.  It was offered to about 
    7,000 U.S. employees who, as of May 31, were at least 50 years old with 
    five or more years of service, or at least 60 with one or more years of 
    service to Digital.
    
      Just about everyone I've talked with said they're leaving feeling
    very positive about the experience," said David Landry, U.S. Transition
    manager. "The majority of employees who elected SERP would not have been
    eligible for the normal early retirement policy.  Under SERP, they 
    received an improved pension benefit, lifelong medical and dental 
    coverage, continued life insurance, and outplacement assistance."
    
      Annette Albright, U.S. Employee Relations manager, said a Retiree
    Relations
      Program Office has been created in response to the needs of our
    expanded retiree population.  "We are saying goodbye to many colleagues 
    and friends who have dedicated years to Digital's success," she said.  
    "We wish them success in their new pursuits, but we also want them to 
    have lasting bonds with the company.
    
    "All retirees are potential good-will ambassadors for Digital.  We want
    to establish a contact place within the company through which we can
    communicate with retirees to our mutual advantage," Annette said.  
    Each retiree received a watch and a gold badge which enables them to 
    use company facilities.
    
      A small number of SERP retirees will be finishing critical work at
    Digital as external contracts or consultants, according to Dick Farrahar, 
    vice president, Personnel.
    
      "They will be working to close out business that was important to
    Digital and most of their work will be finished in a month or two," 
    he added.
    [EOB]
    

    The downsizing announcement posted by Verga::Stanley in .473 is
    LAST YEAR'S ANNOUNCEMENT!!!!  It is NOT current!  It is also going
    'round and 'round in e-mail.  Disregard it!
    
    Jeesh...it's tense enough around here!
    
    tms

    tms,
    
    is this true if so maybe .473 should be deleted so not scare the 
    sh!t ou of people....Mary or Dave (can't remember whos who) could 
    you just check this with someone in the know and delete your note 
    if it is incorrect...
    
    Thanks
    
    Chris

    It was sent through my group just today and was sent as a current
    notice.  I'll delete it though.  Everyone who received it here thinks 
    it is current .. sorry for posting it.
    
    Mary

    Mary...I didn't mean to jump on your case or anything.  We need quick
    spreading of this kind of info...when it's real!
    
    For one -- check VTX Livewire for yourselves -- it ain't in there, yet
    that's the heading on the mail that's making the rounds.  It looks like
    Mary or someone before her cut that line out of what was posted here.
    
    For another...
    
From:	CLT::PIPE::FREAN "dtn 1-2235  01-Jun-1992 1605"  1-JUN-1992 16:05:46.17
To:	@SUE_OTHERS
CC:	
Subj:	layoffs READMEFIRST ... possible disclaimer

From:	KOBAL::PROSE::EPPES "Do not try this at home.  01-Jun-1992 1514"  1-JUN-1992 15:18:59.14
To:	FYI
CC:	
Subj:	FYI: "U.S. downsizing notice" apparently from last year

Hi, all.  A correspondent has informed me that the downsizing notice from
LiveWire is from *last year's* layoff ("note there is no mention of previous
involuntary layoffs, just two voluntary layoffs--that was TFSO 1 and TFSO 2"
said the correspondent).  

I am trying to track down whether this is true (like it's my job, sigh...), but
it's certainly the case that the announcment is *not* in today's LiveWire as of
this sending.  (I did check VTX before I forwarded that message, and I thought
maybe my VTX infobase hadn't been updated yet or something.)

So I just wanted to let you know.  If I find out anything more, I'll pass it
on.  In the meantime, it appears that you should take this notice with a grain
of salt...

							-- Nina
    

    No reason to be sorry Mary, I just wanted to make sure the INFO in the
    note was correct I know the package is back on as most everyone in DEC
    should know...tms might be wrong too (heaven forbid!) but just to have 
    non rumors running around please make sure its correct info, it wouldn't 
    be the 1st time and Im sure it won't be the last we see info on the
    package.

    This is the latest info that I have received...this indicates that it
    was a hoax.  Jeesh...
    
    tms
    
From:	CLT::PIPE::FREAN "dtn 1-2235  02-Jun-1992 0903"  2-JUN-1992 09:04:00.23
To:	@SUE_OTHERS
CC:	
Subj:	Downsizing memo was invalid

From:	KOBAL::PROSE::EPPES "Do not try this at home.  01-Jun-1992 1719"  1-JUN-1992 17:26:10.28
To:	FYI
CC:	
Subj:	FYI: Proof positive that the downsizing notice is a rerun

[So it was a year and a half ago, okay?  :-)  -NE]

[P.S. Research by Tom Blinn turned up the fact that this notice was sent out
again last week by a SERPer (SERPee?), for unknown reasons.]


From:	MEIS::MARSHALL "The Riders are back and Teaspoon shaved!!  01-Jun-1992 
1637"    1-JUN-1992 16:37:59.51
To:	PROSE::EPPES
CC:	MARSHALL
Subj:	hoax memo, version 1.0

Nina,

I also read the alleged hoax memo and the responses in the notesfile pointing
out it was old news. I looked in my DEC mail folder and found the following
message. The times seem to match and the text is exact. So, I think we can
conclude that it indeed is old news, a rerun if you will. 

Ed Marshall

(who grew up watching Barnaby Jones, Frank Cannon, and Harry O...)

-------------------------------------------------------


From:	BOOKIE::EPPES "It was one of those days that follow the night  
09-Jan-1991 1724"  9-JAN-1991 17:49:46.06
To:	FYI
CC:	
Subj:	It's official: layoffs

From:	TSGDEV::BRODERICK "Just say NO to PKO!  09-Jan-1991 1714"    9-JAN-1991 
17:18:05.99
To:	@MAIL$ALLUSERS
CC:	BOOKIE::EPPES,BRODERICK
Subj:	hot off the press (layoffs!)

From VTX Worldwide news...

                       New phase of U.S. downsizing announced 
 
  Increasingly intense competitive pressure within the computer industry -- 
  business practices, technological advances and manufacturing efficiencies -- 
  are placing added pressures on the company's cost structure, in spite of 
  ongoing cost reduction efforts that focused on increased productivity and 
  efficiency and two voluntary downsizing programs.

  An analysis of the results of these efforts has been completed and was 
  reviewed this week by the Corporate Operations Committee and the Executive 
  Committee. This analysis shows that those cost reduction efforts, while 
  impressive, have simply not been enough, in light of the increased pressures 
  applied by economic conditions. 

  As a result, a new phase of the U.S. downsizing effort, involving involuntary
  selection methods, has been approved effective immediately. The decision to 
  move into a new phase was finalized yesterday. 
 
  As we move ahead into this phase, it is critical for everyone to try to 
  grasp the full impact of the intense competitive and economic forces at 
  play. Those pressures are driving fundamental changes in this company and 
  this industry. And even as business improves, we can no longer expect things 
  to "return to normal," as many of us assumed in past economic downturns. 

  This phase is different in two ways from prior phases. It will involve 
  involuntary methodology, and while a financial support package will be 
  offered, it will be somewhat less generous.  

  While we need to move ahead quickly, we also intend to proceed in a rational 
  and orderly way that will not disrupt business. This program is a U.S. 
  program. Other downsizing programs will continue to be implemented outside 
  the U.S., based upon business conditions, local laws, customs, and 
  traditions, on a country-by-country basis. 

  Regarding methodology, two primary factors will determine whether an employee
  is selected: 1) his or her work has gone away; 2) he or she is selected from 
  a larger group being reduced based on performance (i.e., the last documented 
  performance rating, as indicated on the employee's most recent performance 
  evaluation).  If additional selection steps are required, they will be based 
  on additional performance criteria (those details are being further refined 
  and will be finalized shortly.)

  The elements of the financial support package include a lump sum payment 
  based on years of service to the company; maintenance of medical, dental, 
  and life insurance coverage for a period represented by the total payments, 
  not to exceed one year; formal outplacement/employment assistance; 
  and, where applicable, five-year acceleration of any restricted stock 
  options.  This latter element is subject to approval by the Compensation 
  Stock Option Committee (CSOC).  There is no open-window period as before.

  Though the manner in which the payment will be made has been structured 
  differently than in previous programs to accommodate certain legal 
  requirements, the total payments will be as follows:

      0 - 2 years of service               13 weeks of pay
      3 - 10 years of service              13 weeks of pay, plus three weeks 
                                           of pay for every year of service 
                                           between three and ten years.

     11 - 20 years of service              37 weeks of pay, plus four weeks 
                                           of pay for every year of service 
                                           between eleven and twenty years.

                                           77 weeks of pay will be the maximum 
                                           financial bridge available.

  The progress of this program will be assessed periodically, and we will 
  endeavor to communicate relevant information to managers and employees as 
  quickly as possible through the appropriate communication channels.


    

    Well everyone, I just got the same message (as Mary posted and deleted,
    sorry Mary)from my boss's boss's boss and questioned him on its
    correctness and was told that TFSO is the same as it was before the 
    SERP but he told me he would double check and pass on any news that 
    stated differently
    
    
    Chris

if it is real, i jus' got one question...why isn't it in livewire?

the only things in livewire are yesterday's posting about SERP ending,
and a new posting today that Ken is going to address the company over
the DVN on June 3rd...cablecast times of 3pm, 3:30pm, and 4pm.

note -- previously the company has used livewire to announce *all* of
the "thanks for shoving off" (well, what did *you* think TFSO stood for?)
programs, and for the SERP program too.

tms

    ya know thats the what so screwed up here !!!! after my last posting
    here I was told that it might not be real after all because it was not
    on Livewire.....
    
    what the hell are they doing up there !!! 

    
    >>    what the hell are they doing up there !!!
    
    Eating donuts.....drinking coffee....
    
    Hogan

....so, this is a surprize?

>    >>    what the hell are they doing up there !!!
>    
>    Eating donuts.....drinking coffee....

You mean the cops are now running DEC??? :-)

Dave

    
    
    
    I just got this from my boss and it states just what tms thought !
    
    so please relax until we see something in Livewire....
    
Subj:	corrected message re tfso
Subj:	Memo on downsizing that went out via Livewire

I just got off the phone with Audrey Pugsley who is a member
of the US Transition office.  She informed me that the memo that
went out yesterday is not true; as far as she is aware, effective
June 15th we will resume with TFSO Phase 3, which is involuntary,
and that will be in effect for a six week period.  The financial
package with TFSO 3 will not change either.  I asked about the
rumours of a Voluntary program, and she said no, there was not
planned.   More of this is going to be discussed at the Transition
Managers meeting on Friday.

    end of message......
    
    
    
    Chris

    
    
    	Well I'll bet $25 of Treemons money that another "involuntary" ...
     "TFSO-like" package will happen before the Boston Run,...
    
    	Anyone want to bet against me?
    
    							/Bill
    PS I relly don't gamble,.. except with other peoples money :-) :-)
    

    yea...and i'd bet that this next round is gonna make the previous
    layoffs seem like small change. :-(
    
    tms

The latest from the RUMOR mill, from an informed source is 20% accross the 
board layoffs starting 6/13/92.

 I heard the same thing from an informed source..






 Jum

/, I'll take that bet. Of course, I'll bet with Tree's money as well %)

    I'd bet that Ken and co. are not so stupid that they'd just
    uniformly cut 20% from all groups. Some groups are more 
    important than others to the survival of this company.

re: Note 92.491 by SSGV02::STROBEL 

>course, I'll bet with Tree's money as well %)
    
    Hey don't you guys know that money doesn't grow on Trees? :-)
    
    - Gerry

    
    >>    I'd bet that Ken and co. are not so stupid that they'd just
    >>    uniformly cut 20% from all groups. Some groups are more
    >>    important than others to the survival of this company.
    
    Agreed....this wouldn't accomplish anything IMO.  It might make the
    company profitable for another year or two, but it won't change any of
    the fundamental problems.  A very short term soluton......if they do
    that, then this company has no future......
    
    However, I wouldn't bet against it :^\
    
    Hogan

    Here's what I see happening ...
    
    - Some groups will be hit harder than others ... the main criteria will
      be basically political.  Oh there'll be good business reasons for it,
      based on the new corporate strategy.  But that strategy will change
      next year, or whenever a different VP takes pre-eminence in the
      corporate power structure.
    
    - Those groups with the most political savvy will stage a reorganization
      for their part of the company that will take 3 or 4 fiscal quarters
      to implement ... in the meantime, they will be able to justify
      maintaining employment levels where they are until they have a clear
      "definition" of what the new organization will be
    
    - More layers of management will be added, mostly due to the above
      mentioned reorganization efforts.
    
    - We'll somehow acquire several more vice-presidents.
    
    - Jack Smith will produce another memo telling everyone how important
      it is that we learn to "work smarter"
    
    - Several thousand good people will lose their jobs ... some for good
      reasons, others for bad ones.
    
    - Several thousand more people will relocate to a different building.
    
    - The very people who could put a stop to all this nonsense will admit
      that the company's in trouble while at the same time pretending that
      it's somebody else's problem to solve
    
    - This time next year we'll still be talking about the next round of
      layoffs.
    
    
    			... Bobbb (I_need_a_Dead_show)
    

 Sounds about right Bobbb..






 Jum

    come on folks!  lighten up a little!  sure times are tough and no one
    is really getting off on the stuff that's happening but a little
    good vibe every so often can go a long ways...  
    
    especially in hard times it's good to remember that "change is life
    and life is good" (thanks mr universe for the quote even if you stole
    it from someone else first!)
    
    				da ve_trying_to_cop_some_positive_attitude_
    				today_in_spite_of_everything

    
    
    da ve you angel you!!!!
    
    <SMACK!> ;^)
    
    Hogan

    <blush!>
    
    :^)
    
    better get those in before July 11 dude!  :^)  (but be more discreet
    next time...  your bro-in-law-to-be might be lurking around here
    somewhere!)
    
    					da ve

    hmmm .. what were you guys doing at '3 many Daves' practice after 
    I left?
    
    - Dave

    
    	Claiming
    
    							/
    

don't try to play innocent Hogan - now that the cat is out of the bag admit it,
you just *love* kissing da ve!  :-)

    We couldn't survive a 20% across the board cut here at SPO. We've
    already been cut from around 1500 down to 300. That's what, an
    80% cut already! We're pretty much maintaining similar manufacturing
    output, too. Any less and we'd definitely have to close.

    
    
    We were claimin' before, after, and during practice!! :^)
    
    >>don't try to play innocent Hogan - now that the cat is out of the bag
    >>admit it,
    
    Now that is something I'd never claim - innocence ;^)
    
    Hogan (always claimin')

    so, Ger, if you're maintaining the same level of output with 
    300 people as you did with 1500, why did you need all those 
    1500 people to begin with? I know, 1200 program managers, 
    administrative assistants, valuing differences co-ordinators,
    and TQM implementation experts!
    
    - dave

    Well, my department (IS) has done a lot of automation over the years
    to replace the loss of personnel. So that accounts for quite a bit.
    Except that our group got hit as well. So we have serious resource
    problems trying to keep up with requests for further automation. 
    We trimmed a lot of excess IL, too. But kept most of the DL. I 
    personally took over the full tasks and assignments of 2 senior 
    level programmers, partial tasks of 2 regular programmers, plus
    have all of my own tasks and responsibilities to keep up with. I
    can tell you from experience that this is not a sane workload for
    one person. They may have trimmed a lot but all WC4 personnel here
    have been working *mandatory* saturdays and *mandatory* overtime on 
    weekdays to try to keep up. 

    no wonder you couldn't make the Vegas run, Ger! keep da faith!
                                                                  rfb

re: Note 92.508 by CXDOCS::BARNES 
    
    >no wonder you couldn't make the Vegas run, Ger! keep da faith!
    
    That's exactly why I didn't go. I was told that I couldn't have
    last *saturday* off - and it was even my birthday. :-/ 

>    That's exactly why I didn't go. I was told that I couldn't have
>    last *saturday* off - and it was even my birthday. :-/ 

Happy belated birthday, Ger!!  I think if my job tells me I can't even
take my own birthday off, it's probably time to find another job...

peace,
t!ng_who_thought_slavery_was_outlawed_but_she_could_be_wrong 8-/

    RE: "it was even my birthday"
    those slimebag ^&*%&(&#%&*#'s!!!!   %^)
                                     rfb

    Well, I didn't work anyways out of spite. :-) I'm supposed to work 
    this saturday too but... ;-)

    
    Happy belated, Ger!
    
    

I personally don't think layoffs are going to hit software engineering _too_
hard; some people might be cut, but not at the rate of other sectors in the
company.  I still believe there is a _ton_ of management overhead that can 
be cleaned up.  I'm talking product managers, people managers, etc.  Time
will tell, meanwhile, DEC stock is at 39.625.

    
    According to the rumor mill around here, 15,000 layoffs with 7500
    coming from manufacturing.
    
    Re SERP, the numbers I heard were around 7000 eligible and around 3500
    who took it.
    
    How many vp's left?  7 or 8 maybe?
    
    

 I caught part of a DVN broadcast today that seemed to be saying that management
would be included in the next round and it would be a combination of voluntary/
involuntary. I may have missed something though as I heard it in between 
meetings.





Jum

    Well, we just learned today 20 more are getting cut from here. We are
    actually at 320 so that'll bring it to 300.

    
    
    Hey JC,
    
    Software Product Managers have Software Engineering job codes... so if
    SW Engineering gets hit... then so do we!  And the corollary (sp?) if
    there are excess SW Product Managers, then SW Engineering can afford to
    take a big hit.
    
    Coming from this SW Product Manager, I disagree with JC about being
    able to cut lots of SW Product Managers, first off we're spread quite
    thin as it is ~1000's of software products, less than 200 product
    managers.  And secondly, if all the other areas of the company are
    getting chopped, who do you think is going to have to figure out HOW to
    get products shipping regardless...  product managers...
                                                               
    JC, sometimes I really wonder if you were held hostage and abused by a
    manager in a previous life.
    
    Treemon  ;^)

Geez, why doesn't DEC ask *me* what to do?  'Cause I've got the solution!

	Cut the workforce in half and double the work week!

Ah, the glories of WC4 ...

-dc

re: Note 92.518 by LJOHUB::RILEY 
    
    >JC, sometimes I really wonder if you were held hostage and abused by a
    >manager in a previous life.
    
    Hey! That's what my life is like *now*! Does that mean after I die,
    I'm gonna come back as JC? YIKES! :-)

Well, I know JC said he was in IS once.  In my last group (in IS), before the
last round of downsizing, we were told specifically that one of the goals of
downsizing would be to reduce the manager-to-developer ratio in the group,
which was agreed by all to be too large.

D.S. came and, lo and behold, a bunch of developers were given the heave-ho,
and all the managers were left standing.  Then they didn't have enough people
to do the work.

Nothing against mgmt in general (this is to protect me from being clobbered by
Tree ;^), but when something like this happens, it's pretty frustrating.

    we restructured our group this week...  8 folks ar being redeployed...
    they still have jobs, just not ddoing what they have been doing for
    us...  
    
    and another word in defense of managers...  i don't always agree with
    what mine does or says, but in this case my hat goes off to him... it's
    not an easy thing but it has to be done and from what i could see this
    time it was done with an eye on the work (and not the individuals) and
    then the people were assigned to the work as needed and as skills
    dictated...  also, by acting now, these people still have jobs...  thye
    may not be psyched about all they're doing, but they're still here
    and that's something...
    
    					da ve

    
    Not that this Tree has blind faith in managers, hope I didn't give that
    impression...  but it just seems to me that JC (are you out there
    brewmeister?) has made many blanket statements in the past about
    "management".  
    
    No gripes about specific incidents like DC pointed out, those things
    tick me off too, but it's not that I'm a management advocate, it's more
    that I don't like scapegoating and over generalization.  
    
    Enough seriousity (I like creating words), it's friday, and I'm still
    enjoying GerG's comment about coming back as JC!  Yikes!  ;^)
    
    You all watch JC come back as me in his next life, then you'll see some
    inner-conflict!
    
    Tree

re: managers.

In my IM&T days, we had a group of 35 or so people and about 8 of them were
managers.  I was about SIX layers under a VP !!  Where I am now, we have 
approx. 65 people and have 5 managers.  There are 2 managers between me and
my VP.  i have a one-on-one w/ my manager approx. once a month, sometimes
even less.

re: experience

I just completed SSB submission for the project i was leading.  we had 5
engineers on the project, including me.  during the last 8 months, i lead
my team and my manager had very,very little interaction with my people and
the other teams in the group.  yet, we kept ourselves together, worked hard,
and delivered, w/o a lot of management support.  we proved that you don't
need to be supervised weekly, or even MONTHLY if you have a few good leaders
in the group.  and, most of us are software engineer IIs, which, according
to the job description, require weekly mgmt.  when management begins to
trust their engineers, less intervention is required.  the problem is the
lack of trust, in some cases, and the need to get buy in (committees) for
some decisions...

my VP has been doing something interesting: having meetings with the project
leaders in his org.  we had a meeting last week, about 18 PLs in all showed
up.  and, we talked about things that get in the way of our progress.  my
VP (John Adams, BTW) wants to reduce time-to-market by 50% and wants to know,
from the front line people, what is getting in our way.  We were asked this
question and we covered a wall with 8x11 pieces of paper listing our problems.
in the top 3 problems, fingers were pointed to management.  management is
getting in the way of progress.  lots of experienced engineers said they have to
constantly justify themselves to their mgrs -- therefore, wasting time that
could otherwise be spent engineering products.  managers love to have their
hands in the projects and they love to meddle.  one person told the story 
of how they needed to make a decision on how the documentation for a project
was going to be packaged.  it took 1 MONTH for management to figure out WHO
was going to make the decision!!  then, another experienced engineer told 
the story of how she thought digital should build this particular product.  
she had to spend 6 MONTHS getting buyoff from her management and her sr. 
managers.  in the end, she is got to build it... 6  MONTHS wasted ...  a lot
of the project leaders thought that management lacked trust in people: a lot
of the PLs at this meeting were very well seasoned and proven leaders, and
mgmt still doesn't trust them.  another person related this story on how this
manager had a "pet" project within the project.  the mgr worked on it himself
claiming that he was once a SW eng. and knew what he was doing.  after a while,
the mgr pawned it off to the eng. team and said, "you have to finish this."
then, the PL went to the product mgr and asked, "are customers going to want
this?"  and the response was NO... wasted time once again...

mind you, this was not the only problem that came up, but it was a significant
one.  many PLs said that "the system" makes it hard for PLs to _want_ to 
lead again, therefore, digital loses good leaders to the system.  having 
just gone through it, leading is hard, stressful, and very time consuming.  
ask deb, she'll tell you what i went through.  i'm not so sure i want to lead
again, but i probably will if my mgmt is willing to change.  My VP asked us
a direct question:  "how many people have a product mgr they like and think
is competent?"  3 hands were raised, the rest were not.  go figure.  i'm just
reporting the FACTS, i'm not bashing anyone.

this is what I saw last week - i'm not making this up.  these are people  who
have been making products for 10-20 years... i feel that what these people
presented is a fair representation of what is going WRONG in this company.
take a look at the small companies.  They are CRUCIFYING us because they
don't have all the freakin' overhead we have.  

i hope the product managers and people managers in this notes file don't
take offense to this message.  there are plenty of good, hard-working
managers and product managers in digital, but i believe there is a good
number of not-so-good ones too.  same goes for engineers: not everyone is
a hot-shot cracker-jack engineer.  this is merely just another datapoint,
as I saw it, last week, with real live project leaders who think a lot
of things are broken at digital.  i believe it is up to everyone to ask
themselves and those around them how they can improve the process and how
they can improve themselves.  i don't think enough of this happens at 
digital.  as project leader, i'm never asked by my mgr to give feedback on
the people on my team for their reviews;  i'm the one who probably knows 
them best because i worked closely with them.

my VP is _committed_ to make things better - he is going to work with groups
personally to try and get some of the top problems solved.  he openly admits
that as VP, he is removed (far) from engineering and needs to understand
the problems we have, hence these meetings.  he was at the
meeting in the beginning to give an intro, then he left for 1.5 hrs while]
we worked.  then, we returned w/ his direct reports and we talked about
the top 4 problems as a group.  i believe he is committed.  we have to change,
otherwise digital will drown.  it is time to face the truth here;  if 
everyone does not participate, we'll all sink together.

FWIW,
JC

I think JC hit on the single biggest problem with the mangament-engineer
relationships here.

Lack of trust.

It seems many managers just do not trust their engineers.  So, in turn, the 
engineers don't trust their managers (would you trust someone who didn't trust
you?).

Dave

hey JC, what group are you in?  John Adams is my VP too...


tim

tim -  Secure Systems Group.  Dennis McMann is my CC mgr; he works for J.A.
We just moved to LKG2 in mid-May.  What grp are you in?

UCX - a.k.a. DEC TCP/IP Services for VMS.  We're moving 
to LKG1-3 the last weekend of July (7/24), from ZKO3-3.

See ya then!

tim

    
    JC, I don't doubt the events you've described, but you don't always see
    the full picture (nor does anyone else).  As you've pointed out, there
    are non-performers at all jobs... 
    
    What may seem like wasteful and often time consuming activity is often
    necessary to support the development effort.  I agree, in most cases small 
    companies are quicker to move, however working for these companies is a 
    different experience all together.
    
    You know JC, if you've got legit complaints about managers, it probably
    means that you're qualified to be one!  Wouldn't that be a gas!  If you
    can't beat'em join'em.
    
    About the VP thing...  That is pretty meaningless.  We work in a 11+
    billion dollar a year company, you can either be 2 levels below a VP
    and have 500 VPs in the company, or be 6 levels down and have 50 VPs.
    At General Electric, there are 15 levels of management!  (At least
    there were, now there may be less).
    
    Treemon

	Handy, dandy everyday use of logarithms :-)

	Given that we have 100,000 employees, if everyone with direct 
	reports had 4 people working for them we'd have at most 9 layers
	of management (8.3 actually :-).  If the span of control was
	increased to five, that would come down by one (7.15 layers).

	I think it's time to go home :-)

	Bob

    
    Following is an excerpted from a message sent to me from Rio.  Steve is
    in DISDP with me and is at the Summit supporting Digital's networking
    stuff there.  This is probably not what you'll see/hear on the world
    news tonite:
    
    
From:	DECWRL::"C=US%GI=STEVE%Earth_Summit@mcimail.com" "KAPLAN"  8-JUN-1992 19:28:54.42
To:	MKO Site Library 264-0365 <sell3::roberts>
CC:	
Subj:	RE: will it work

-----------------------------
Application message id:  20927180602991/1035 TSAP
Importance:  Normal
Grade of Delivery:  Normal

-----------------------------

    Hi,
	Well, things are kinda crazy around here.  This place is full of all of
     the UN delegates.  Over at the Global Forum is where the people are really
     protesting about Bush.  Tomorrow I will go over to the Global Forum.  I'm
     thinking about wearing my "George Bush Anywhere But America Tour" t-shirt.  From
     what I hear I'll fit right in. 

     Talk to ya later

     Steve.

     % ====== Internet headers and postmarks (see DECWRL::GATEWAY.DOC) ======
     % Received: by enet-gw.pa.dec.com; id AA17163; Mon, 8 Jun 92 16:28:04 -0700
     % Received: by crl.dec.com; id AA27634; Mon, 8 Jun 92 16:54:59 -0400
     % Received: from mcimail.com by NRI.Reston.VA.US id ar24965; 8 Jun 92 16:48 EDT
     % Date: Mon, 8 Jun 92 20:28 GMT
     % From: KAPLAN <C=US%GI=STEVE%Earth_Summit@mcimail.com>
     % To: MKO Site Library 264-0365 <sell3::roberts>
     % Subject: RE: will it work
     % Message-Id: <85920608202858/0005386983D40X4@mcimail.com>
    

    ...and going back to my management classwork, theoretically a manager
    should have roughly eight to fifteen direct reports.  Towards the high
    end for less skilled, more labor intensive work, towards the lower end
    for 'professional' types like engineers and such.  I guess us gear
    heads need more babysitting. ;-)
    
    So, if you increase the span of control to, say, 10, then what should
    we expect to be typical number of layers of management needed?  Five?
    Six?  ...and what do we have?  Ten?  Fifteen?  Hmmm.
    

    
    How about the John Sims rumour?  Is it real or is it NOT
    
    c

    excuse me?  hasn't reached me here yet...

    Well,.. Mr ConspracyP has once again touched on my innermost fears
    about the summit.,..
    
    	And might IU add that he did it in a ve4ry
    notes-acceptable-non-flamatory-semi-decent-and respectable-tone-of-note
    way...
    
    	In other words,. I don't feel the urge (nor should anyone
    else I would say) to say "chill" ;^)
    
    	Anyway,.. in addition to .-Fog,.. I'd add that it is only
    the US and perhaps some other industrialized nations that have
    this "summit = polticial/economic gain opportunity" mentality.
    Some/most other nations came in good faith to really address
    the issues,.. and what I'm realizing now is that we,. the US,..
    may yet increase the perception that we are war mongering
    imperialists,,, as opposed to being the voice and symbol of
    freedom that we hear about within our own borders,...
    
    	The root problem still are that our government is under siege
    by special interest money,.. special interest being capitalistic
    pigs who would rather save a buck than save the planet,... its
    always cheaper to ruin the environment than to take care of it,..
    and until our government is controlled by other factors than money,..
    we wil., continue to have these problems,...
    
    	All IMHO of course,m.. and FWIW,.. and etc etc...
    
    							/
    

    Da ve
    
    the rumour might be a rehash - but we heard Sims is gone
    
    

Now I don't want to sound like the lone dissenter again BUT I think
more goes on here than we can apply directly to Bush or any leader
of any industrialized nation.  

I mean when I boil down what the 3rd world is telling me it comes out 
this way:

We don't care about the earth but if you give me money then we will care
in proportion to the money you give.  Otherwise see figure one.

So tell me - what am I missing?  Is their attempt at getting our money
more righteous than us trying to keep our money?

no to me,
bob

ps.  
sign the treaty.  work it out. help foot the bill.  stay there until 
you get it right.  make no committess for they'll get nothing done. 
that's how I feel.

    wow...  that was what i was guessing by your reply but i hadn't heard
    anything here...
    
    					da ve

    IMO, all the countries at the conference are essentially
    saying the same thing:  Gee, I'd really like to save the 
    environment, but my material standard of living is of
    more immediate importance.  The US has its standard of living
    and still refuses to sacrifice anything...  Bush is saying "let 
    everyone else save *their* forests...  we've got some money to make."
    
    Just liek a few weeks ago where he complained about Chinese nuclear
    testing while at the same time refusing to limit our own.
    
    When it comes to the environment, the US is at the head of a
    very long list of hypocrites.
    
    Just look around at how many fellow DECcies can't be bothered
    finding the recycle bins.
    
    /bruce
    
    
    

re:         <<< Note 92.540 by VSSCAD::LARU "run, or fight, or dance!" >>>
                            -< the enemy is us.... >-

>    Just look around at how many fellow DECcies can't be bothered
>    finding the recycle bins.
 
This is something I can't seem to make an sense out of.  Either people don't
care about recyling or they are lost to the fact that putting the white
piece of paper in the recycle bin is better then putting it in the regular
trash bin!

I see a lot of this at my sight, and I just don't understand it.\

re     <<< Note 92.529 by LJOHUB::RILEY "Without a slip of the toungue..." >>>

>    What may seem like wasteful and often time consuming activity is often
>    necessary to support the development effort.  I agree, in most cases small 
>    companies are quicker to move, however working for these companies is a 
>    different experience all together.
 
Ah, this is the root of the damn problem mon!  We put processes in place
typically because a particular problem occurred that we want to avoid in
the future.  Some of these processes were put in place years ago, and they
rarely reviewed to see if they are still applicable to today's business needs
and climate.  Today's business climate has changed drastically.  By the time
we make something new, it is almost outdated.  Have you ever submitted
something to the SSB/SQM?  You need the new product form, the online product
review form, the product readiness form, etc,etc.  Do we need all these?
How about the phase review process?   If a small company can get away without
these overhead processes, why can't we?  We gotta get rid of the overhead
otherwise we will all go down with the ship.  Treemon, you are agreeing with
me here about the quickness of small small companies vs. the slowness of
DEC.  Ain't it time to correct this problem?  Or, should we all wait until
the layoffs are over and the stock is $5 a share?  Or does it take a committee
to make this decision?  There are too many people stuck in their old ways
unwilling to take a risk on something new that might be a winner.

Engineers are constantly under the gun to do more with less.  This only
makes for frustrated engineers, you can trust me on this one because I'm
one of them.  Management by concensus has got to go.  Let the leaders lead,
let the managers manage.  Dump the antiquated processes that stand in the way.
The people who engineer _know_ what is in the way.  How can managers 
understand this if they are not the ones who design and develop the code?  
Managers must start trusting their engineers=, and they must start listening
to them, and they must start examining the way they work to see if their
is anyway to improve.  Constant reevaluation is a neccesity!

All those years of excess when the VAX sold itself and salespeople filled
out orders allowed us to have tons of overhead.  Times have changed, hardware
is now a commodity.  We don't make much on h/w anymore; time to turn to
other things.  Software development can be a cash maker, but we have to
be able to crank the crap out in 9-12 months, otherwise, BAM!!! there goes
the window of opportunity to yet another small company.  DEC once again eats
their lunch, has another round of layoffs, creates 10 committees to figure
out what to do, and eventually does nothing.
   
>    You know JC, if you've got legit complaints about managers, it probably
>    means that you're qualified to be one!  Wouldn't that be a gas!  If you
>    can't beat'em join'em.
 
You're funny mon.  Two things will drive me to management:  Carpal Tunnel
Syndrome or complete frustration with the BS.  I perform best as an 
engineer at this time in my life;  my manager once told me that I have
potential in the group to enter mgmt.  I laughed pretty hard.
   
>    About the VP thing...  That is pretty meaningless.  We work in a 11+

How is that meaningless when you have similar headcounts in 2 VPs organizations
and one org. has 50 mgrs and the other has 10 mgrs?  In this case, one org.
manages itself better, therefore reducing overhead.  Mgrs make the big money,
not engineers, unless you're "up there" in the Principle or Consulting engineer
level....

In closing, one of my reviews back in my IM&T days described a weakness I
had.  That weakness was the ability to accept mandates from managers that
were not technically sound.  In IM&T, this is considered a weakness, at least
in my IM&T group it was.  When my first supervisor in engineering read that, 
they laughed and considered it a strength.  Go figure.

JC

    yer either on the bus....or yer NOT!
                                     rfb_TRYING to get more on the bus

    .543 is in reference to .541
                                rfb

                      <<< Note 92.543 by CXDOCS::BARNES >>>

>    yer either on the bus....or yer NOT!
>                                     rfb_TRYING to get more on the bus

Yahbut, they make it SOOOOO EASY... One barrel says "RECYCLE", the other
doesn't.  To get the trash in the bin, you gotta look for the barrel.  One
would think that "RECYCLE" would stand out, but, I guess not.


/perplexed

    Another example of the wrong way to do things:
    
    I want my doc set for VAX FORTRAN to have the version number on the
    spine.  After all, when you have a shelf of what appears to be the same
    dull grey book (many customers and customer service keep the old sets
    around for reference) they all look the same.  But I'm told that to do
    so would mean submitting some stupid form and getting it approved, that
    would tell them to bypass the normal electronic submission, therefore
    taking way longer and undoubtedly costing lots more just to put a dumb
    number on the spine.  Why can't they just put "V 6.0" in the title
    field???  Is it even worth it?  Why didn't they even think anyone would
    want a version number on the cover?  The majority of non_DEC (and even
    the old DEC manuals back when they put them in the orange binders) have
    the version number somewhere prominent.  We just have it on the title
    page and nowhere else.
    
    Grumble...
    
    Scott
    

    
    JC,
                                              
    Ya mon!  Here here to your specific examples of how we can improve!  It
    may seem like a small thing, but the difference is tantamount to
    success...
    
    If you look at something like it's wrong and condemn it, then you've
    got little chance of fixing it, because you know it's wrong and
    spending energy to fix it is a waste.
    
    But... if you identify how it can improve and be good, then it's much
    easier to exert energy doing it.  And more fun too!
    
    Call it superstition, mgmt 101, optimism vs. pessimism or whatever, but
    it's true.
    
    If we're all so negative, what are our chances of turning around the
    company?  
    
    Tree

Found this in the June edition of the DECwindows Newsletter:

>But first, recently the Society for Technical Communication presented an 
>Award of Excellence to Mary Beth Raven and Tom Spine in recognition of the 
>outstanding quality of the DECwindows Companion to the OSF/Motif Style 
>Guide.  Mary Beth and Tom are to be congratulated for this honor and the 
>recognition it place on the effort that they put into this important 
>DECwindows document.

Good goin' tms!!!

	~dave

    thanks, dave!  it sure made me smile (the award, that is).  oh, heck...
    your note made me smile too! :-)
    
    tms

	catch 22 - here I am working on a Sunday, a beautifully
	glorious Sunday, recovering! from a trip out of reality
	in Albany, and I've been working weekends since January...
	the catch 22 is that once the product I am giving so
	much of my life to goes to SSB (soon!), I might be a
	victim of downsizing :-(...

	I started working (more than) fulltime in January to
	help get this product out the door.  My kids finished
	school this week for the summer, Guntis has started 
	earning money again, so I decided to go back to parttime
	hours.  In the back of my mind I worried about how
	vulnerable this would make me to a potential layoff.
	I talked with my supervisor about my worries, about
	my value to the group ;-), about the way DEC is becoming.
	I came away from the meeting with a good feeling, kindof.
	I know that she values my work and knows that I'm there
	when the pressures's on.  My remaining worry is that if
	the decision is out of her hands, if the word comes down
	from above to cut our group alot, that I will be vulnerable
	because fulltime will be perceived as better than parttime.

	It's been a hard decision to make...but I'm feeling like
	it's time for me to devote some extra attention to my
	family...I'm just hoping that I haven't shot myself in
	the foot...

	It's not a pleasant time for us working at DEC these days.
	Here I have been putting in huge amounts of hours, putting
	my family life on the back burner, trying to do something
	good for DEC; and the "reward" for all of this might be
	that I lose my job...I understand that the company is
	struggling and basing decisions purely on economics.  But
	even understanding that, looking at it from my perspective,
	it just doesn't seem fair....

	Debess

    Yeah, employement, or lack thereof, can be quite frustrating.
    Friday at 11:00 am, my wife got layed off....no warning, no rumours no
    nothing, just get out.  Took us totally by surprise.  She called me at
    work around noon, hysterical!  I couldn't understand what she was
    saying on the phone at first.  I thought someone died!
    
    She just went to unemployement this morning.  They told her to come in
    next Monday for something.  We're going on vacation.  She told
    unemployment that she won't be in town next Monday.  They said you have
    to be in the state to collect.  They said to come back the Monday after
    you're back from vacation.  Can't blame them in a way....however....
    
    She's really bummin.....never had to collect before and she' got way
    too much pride.  Her biggest problem is dealing with herself.
    
    Hell, she can collect for one year because she never collected before,
    and she'll make $59.00 less than what she made working.  The situation
    ain't that bad, it's how hard she is on herself...
    
    BTW, she didn't work for DEC.
    
    dave

    About Mass unemployment:
    
    They don't take out taxes, so you have to file an estimated taxes form,
    I think it's quarterly.  You also have to send them a form every 2
    weeks listing the companies you've either sent resumes or interviewed
    with.  This has to be postmarked on Saturday (no earlier) and if it's
    later than Saturday your check will be late.  And then every so often
    you have to go into the office when it's convenient for them.
    Finding a job can take as much time as a full time job.  My girlfriend
    has been looking since last August.
    
    Scott
    

    We live in RI.  Our rules are similar, however, I never heard about
    mailing forms.  I know you have to fill out a form, signed by an
    employer you interviewed with, and bring it with you on your next visit
    to pickup da check.
    
    dave

Sorry, I cannot vouch for the validity of this memo, but I can't imagine its 
fabricated or recycled...

From:	CSCMA::BRASSARD "Just Passing Through  18-Jun-1992 1639" 18-JUN-1992 16:42:11.89
To:	M_SNA
CC:	
Subj:	In case you care........news of DEC-FRANCE layoffs

   Forwards removed

                  I N T E R O F F I C E   M E M O R A N D U M

                                        Date:     17-Jun-1992 01:39pm EDT
                                        From:     MBENOIT
                                                  MBENOIT@FSOA@MRGATE@CSSE@OGO
                                        Dept:      
                                        Tel No:    

TO:  LEWIS RUBINSTEIN@OGO


Subject: France                                                      

Subj:	FYI:  Layoffs in France!!

Subj:	Layoffs in France....

    If anyone's interested, here's the official DEC report by 
    Michel Ferreboeuf, the head of DEC France:
    
    Of a total of 3238 people in DEC France, 337 have been directly layed
    off and another 301 have been offered "reclassification".
    
    Reclassification means that your job has been terminated, but you
    are offered employment in the more remote provinces of France, working
    for DEC _Europe_, at between effectively 60% - 80% of your original
    salary. With no relocation offered and many people having a working
    spouse in the area, most people refused it.
    
    Therefore, about 19.70% have been layed off.
    
    The package is generous, partly due to rigorous government control
    of layoffs. People are given six weeks notice before they are asked
    to leave. 
    
    At this point, you receive 3 months salary severance pay, and if you
    want to, you can continue to come to Digital and work, but it is not
    required. Therefore, people who want to make one last ditch effort
    to find employment elsewhere within DEC are given the chance. 
    
    In addition to 3 months pay (with or without working on site), you
    receive:
    
    	1) one month's salary for every year you've been with DEC
    	2) an additional $2063 for every year you've been with
    		DEC _if_ you're over 40.
        3) medical benefits for another year.
        4) employment placement with professional employment services
    	   (exterior to DEC.)
    
    From a personal point of view, it seems to me that people were layed
    off according mostly to function and not ability. Heartless as it may
    seem, rating of ability is too subjective and prone to self-protection
    to be any less heartless.

	********************** many headers removed ********************
    
From:	SNKERZ::STONE "David Stone - Short Time-to-Profit Open Software  15-Jun-1992 1756" 15-JUN-1992 17:53:49.04
To:	@TNSG_INTEREST
CC:	STONE
Subj:	Re-shaping Digital - Adapting To Reality

TO: Software Engineering 

From:  David Stone


SUBJECT:   Re-shaping Digital - Adapting to reality

	    >>>> PLEASE COMMUNICATE THROUGHOUT YOUR ORGANIZATION <<<<

BACKGROUND 
~~~~~~~~~~ 

All of us are painfully aware that Digital is going through some very 
troubled times. The computer industry has changed radically and
fundamentally; these changes have accelerated over the past three
years.

From an external perspective:

        The economy world-wide remains slow; customers are very
        careful in their capital purchases.

        Customer demand has shifted toward services and "commodity"
        products and away from high-end, mid-range and proprietary
        products.

        The majority of Information Technology expenditures 
	are now on desktop products.

Commodity products, Open systems and increased competition have
significantly increased customers' options and choices.  The impact on 
the industry has been:

        Competitive pressure has increased significantly.

        More and more "commodity" products are sold via low-cost sales 
        processes and channels.

        Profit margins in the products business have been considerably 
        reduced, industry wide.

Impact on Digital's Business
~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Because of these market-place shifts, we have seen a significant 
impact on our business.  Simply put, we have seen the following:

        Our revenue growth has declined from high growth in the
        mid-eighties to a prediction of no growth for this year;
        the current industry growth is about ten per cent.

        Our most successful product range, VAX/VMS, is no longer the 
        only major revenue generator.  However, OpenVMS is
        still vitally important.

        In 1984, our direct sales to customers were half of the total
        and indirect sales, via CSOs and others made up the rest.
        In 1992 it is two-thirds direct and one-third indirect. 
        This is a major shift, especially when compared to an
        industry trend away from direct sales.

        In 1984, the products business was two-thirds of the total and
        services one-third. In 1992, the products business is
        about half our revenue.

        Since FY'90, there has been a sharp decline in the money we
        make  from the products business. Software is an increasing
        percentage of the products revenue, as the hardware
        commoditization continues.

        The services business has grown fast but is not yet
        compensating  for the products business decline. 

Current Status of FY'93 Software Engineering Planning
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

   * The software engineering staff met last week to establish FY'93
     budget guidelines using as key inputs:

        The results of the extensive planning processes that took
        place over the last couple of months,

        The domain team suggestions, and each group's recommendations 
        for each product. 

     This thorough preparation allowed an informed decision-making process.

   * The first-pass product decisions we made must be integrated with 
     the requests from marketing and business groups (McCabe, Christ, 
     Zereski, Gullotti, etc.) before being finalized and implemented.

   * The staff accepted a proposal presented by Sharon Keillor to
     consolidate and rationalize product management, marketing, and
     business management activities across the organization.

Specific Actions for Software Engineering
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

   * We anticipate an overall 20% reduction in spending from 
     current levels in product development and infrastructure groups.

   * Given this reduction, we anticipate downsizing within the software
     engineering organization.

   * We expect to complete this integrated decision-making process by 
     the end of June. At that time, we will announce an implementation 
     plan covering development and organization.

Individual Impact
~~~~~~~~~~~~~~~~~

As we evaluate the software projects which we will implement in FY93,
we are also profiling the skills we need to deliver leadership
product. We will be shifting key resources to the highest priority
projects to ensure that the most important sources of revenue are done
well. We are committed to having the right resources in the right place
to achieve the plans for FY93.  These actions are vital to our future. 

It is difficult at this stage to say exactly how many people will be 
affected until the sizing and profiling are complete.  To give you 
some guidance though, I would estimate that we need to decrease
headcount by  several hundred people in all areas of software
engineering early in FY93.

TIMESCALES 
~~~~~~~~~~ 

This activity is now under way. Plans to shift resources to key
projects will be finalized through June, for implementation in July.
Additionally, plans for Product Management, Marketing, and
infrastructure groups will be targeted for July implementation. It is
very important that we do this as early as possible in FY93 if we are
to achieve our plans. All implementation plans will be in accordance
with local/country regulations and customs.
 
These are trying times for all of us.  We must constantly adapt and  
change to meet the changing environment of the market and our
customers'  needs.   Until we can get our business back in balance, we
must work to focus on the most critical projects and stop/postpone
others.  We ask for your help and understanding.

I appreciate your support during this difficult transition and I am committed
to communicate frequently with you during this process.  

Please direct any specific questions to your manager.

    
    Bill Steul has been named as CFO.
    
    I'm certainly glad we took all these months qualifying competent
    external candidates.
    
    sigh.
    
    

    >Bill Steul has been named as CFO.
    
I think this is good.  His background in in finance and he is a strong leader.  
Of the very few VPs I've met, he's one of maybe two or three that I like.

On another note, I just got the word our group will most likely be taking a 
headcount hit of some undetermined number in the next week or two (like who 
isn't I guess) - kind of makes me nervous since I'm low man on the totem pole 
in terms of time with the company (which my cynical attitude tells me will 
mean more than my good reviews).  8^/

Scott

    
    Good luck Scott.  :-/
    
    Re: Steul
    
    I was very disappointed in the decision.  I think above all else, what
    this company needs right now is new blood.
    
    

The Sunday NY Times ("all the news that's fit to print" but no comics) had some
very unkind things to say about DEC and DEC's inability to attract an accepting 
outside candidate for the CFO spot. 

jeff

    The Boeing Business Group out here in Seattle had their pre-FY 93
    meeting on Monday and they got the word (I got it second-hand) that DEC
    is planning to reduce headcount to 70,000 from the current approx.
    112,000.
    
    Has this been heard by others?  This seems extreme and I hope it is an
    exaggeration of what was really said.

 I've heard the number 30,000 being kicked around.  I don't know what to 
believe anymore.   Just hope they do it quick.






Jum

re .-1
    
DEC 35 3/4, change -0 1/2; DJIA 3289.63, change +4.01 at 13:12.
Report entered at Wed Jun 24 13:12:27 1992.
    

    From:	NAME: Grant Saviers                 
    	FUNC: PC & System Peripherals         
    	TEL: 223-9765                       <SAVIERS.GRANT AT A1 at CORA @
    CORE>
    To:	See Below
    
    
    Dear Colleagues:
    
    On July 1, 1992, I will be resigning from Digital after 24 years with 
    the company.  It is now time for me to explore new opportunities for 
    growing and building a business.  I expect to remain in the computer 
    industry, particularly in product areas that support the desktop and 
    mobile computing markets.
    
    It has been a great pleasure to have worked with you to help build 
    Digital.  When I joined Digital in 1968, the NOR was $57 million 
    (0.004 times FY91).  Contributing to this success has been the source 
    of much satisfaction and pride for me.
    
    I have taken the time to reflect carefully on this decision and know 
    that it is the right path for me.  The choice didn't come easily, 
    considering the 24 years and the wonderful "learn and contribute and 
    do the right thing" opportunity we've had together.  I owe many of you 
    a sincere thank you for the patience, wisdom, and support you've 
    offered me personally.  So, Thank You.
    
    I wish you all and the company the very best in the coming years.  I 
    hope our paths will cross again, soon.
    
    Best Regards,
    
    Grant

 Wow...

    I'd like to apologize for jinxing the company.  My wife has pointed out
    this factoid to me, and another person in my group has noticed
    similar behavior with him.  It seems that once I get into an
    engineering job with a company, things start going downhill.  Witness
    my last two engineering jobs:  Prime Computer, which is little more
    than ComputerVision these days, and Stardent Computer, which no 
    longer exists.  My colleague went from Prime, to Wang (nuff said), 
    to Compass, which folded the same day as Stardent announced it was
    winding down.  And now, after being here for about 5 months, 
    layoffs appear on the horizon again.  Sigh....  
      
    I guess I shouldn't take all the blame ;) but this economy can get 
    depressing at times.  I've been pretty lucky so far, but I guess only
    time will tell.  
    
                                        Hoping for the best,
                                        PeterT
    

    Well, I wasn't REALLY paranoid about it, but it was an interesting, if
    non-relevant observation.  Given the economic environment these days
    it would probably be hard to find a place that WON'T be considering 
    layoffs in the near future.  Stratus maybe, but they might reach 
    their peak soon.  And they have a different approach and market
    from what appeals to me.  Fault tolerance is great, but it tends to 
    lack speed.  Oops, getting off on tangents again.  Must be time to
    do some work....
    
                                        PeterT
    

    I, on the other hand, am getting more paranoid by the day.
    
    In my 1-on-1 with my supervisor the other day, he told me frankly that
    the bogus review I got in January (my reward for believing Jack Smith's
    bullshit about the "no retaliation" Open Door Policy) will probably
    have an adverse affect on my chances for surviving the upcoming round
    of lay-offs.
    
    The thing is that literally all the managers who were responsible for
    that little piece of fiction have either been SERP'ed out of the
    company, or have quit, or have fallen from power and are soon to be
    leaving Digital.
    
    Unfortunately, the legacy of their way of doing business may cost me
    my present job, which would be a shame for me, and for Digital (IMO).
    
    ... Bobbb
    

Bobbb,

Ask for another review, immediately.  It's been six months,
you're entitled to it, particularly given the circumstances.

If they say no, or they trash you again, f*ck 'em - find
work elsewhere now, and get ready for the big TFSO check.

Good luck.

tim

From:	CSCMA::CSCMA::WITKUM "26-Jun-1992 1237" 26-JUN-1992 12:38:17.22
To:	M_CSC
CC:	WITKUM
Subj:	FYI, Outside group communication regarding their potential downsizing.

From:	CSCMA::MACVICAR     "Customer Support Center - dtn 237-7041" 26-JUN-1992 09:17:58.76
To:	WITKUM,PHILIPS,STEPHENS
CC:	MACVICAR
Subj:	David Stone update - reshaping Digital

From:	NAS007::SOUTTER "TNSG Planning/Operations 381-2371  25-Jun-1992 1208" 25-JUN-1992 12:09:45.93
To:	@TNSG_PLANNING
CC:	SOUTTER
Subj:	Update from David:  Re-shaping Digital -- Adapting to Reality

From:	SNKERZ::STONE "David Stone - Short Time-to-Profit Open Software  25-Jun-1992 0943" 25-JUN-1992 09:40:21.03
To:	@[STONE]TNSG_INTEREST.DIS
CC:	STONE
Subj:	STATUS UPDATE:  Re-shaping Digital -- Adapting to Reality

SUBJ:  STATUS UPDATE: Re-shaping Digital -- Adapting to Reality


	>>>> PLEASE COMMUNICATE THROUGHOUT YOUR ORGANIZATION <<<<

As a follow-up to my message of June 15th, I would like to give you an
update on the progress that we have made so far.


On Thursday, June 18, the Board of Directors reviewed and approved the
overall budget level proposal.  This budget is part of a plan that
produces a profit for Digital in FY93.  With this approval, we have a
clear framework to move forward in finalizing the software engineering
plans for next year.

As I mentioned in the memo last week, our next step will be to work
with the business and marketing groups (McCabe, Christ, Johnson,
Zereski, Gullotti, etc.) to integrate their requests and market
requirements in order to finalize the engineering plans.


A number of questions have been raised regarding the process for the
"skill profiling" and shifting of key resources that we must do as a
key part of re-shaping software engineering.  Attached is an excerpt
from the Domain Team report that describes "Staffing by Talent" and
some of the key issues involved.  Key members of the Software
Engineering Staff are currently defining the process to accomplish
the needed skill profiling and resource shifting.

There have also been questions about whether an X% reduction in
spending translates directly into an  X% headcount reduction.  The
answer is that there is not necessarily a 1-to-1 relationship; the
actual result depends on how much we can cut non-personnel expenses. 
There is no final downsizing target yet.  The status I reported last
week is still accurate:

    "It is difficult at this stage to say exactly how many people 
    will be affected until the sizing and profiling are complete.  
    To give you some guidance though, I would estimate that we 
    need to decrease headcount by several hundred people in all 
    areas of software engineering early in FY93."

In closing, I want to acknowledge that these are difficult times for
each of you.  There is a lot of concern for our future -- the changes
we must make will not come easily.  But, I am convinced that together,
we have what it takes to rise to the challenge and move forward to a
profitable FY93.  Thank you for your continued support.

David

          Staffing By Talent

          May 1992

          As part of the domain team strategy deliberations in early 1992,
          it became clear that one problem dwarfs all others: Digital has
          spread its engineering and management talents too thin. Precious
          few development efforts are giving rise to leadership products.
          The result is too many products, many of which are late to
          market, of poor quality, and tend to fail to interoperate.

          Focus

          Focus is by far the most important: know your limits, and don't
          take on more than you can finish. Finishing needs several re-
          sources, all in limited supply. Of these, dollars get the most
          attention, but dollars don't really limit what we can do. The
          real limits are talent (both engineering and management) and
          attention units.

          Talent is the most important resource, and the most limited.
          A project without enough talent probably won't get finished no
          matter how much money it has, and it certainly won't be compet-
          itive. Engineering and management talent are both essential; so
          are the abilities to both start and finish projects. These qual-
          ities don't always come in the same people. We recommend that
          Digital:

          o  Budget both engineering and technical management talent more
             carefully than we budget dollars.

          o  Maintain an inventory of the best engineers and managers
             throughout the organization, so that talent budgeting is
             possible.

          o  Ensure that critical projects have the talent they need to
             succeed, and stop projects with too little talent.

          o  Continue to keep track of the key people during the life of
             each project and ensure that they are adequate for the job.

          o  Keep a "strategic reserve" of talent to meet unexpected
             crises, and to give the best people some time when they
             aren't under pressure.


	  =-------------------------------------------------------------=

          Excerpt from the April 1992 Digital Software Engineering Strategy
          written by Phil Bernstein, Paul Cole, Andrew Gent, Jim Gray,
          Alan Kotok, Bill Laing, Butler Lampson (original author of this
          excerpt), Alan Nemeth, Mahendra Patel, Jeff Schriesheim, John
          Shebell, Gayn Winters, based on the input of eight multifunc-
          tional domain teams.


          Digital Internal Use Only

    
    I'm not so sure there'll be tfso checks this time.
    
    

	Re: David Stone's message....

	If talent is f*cking important, the why the h*ll so we pay so
	poorly.  We deliberately make our pay and benefits average
	in the industry - we should not be surprised when many of our
	employees turn out to be mediocre...

	Bob

Yeah, but we got these great notesfiles.

 At least David Stone is communicating *something*.  I haven't seen 1 iota of
communication regarding this organization.









Jum

From what I've heard, the worst-case scenario for the next round is a $1b 
charge for up to 30K layoffs.  That would be an average of 33K per employee.

Sounds pretty good to me!

Of course, most of the money ends up as real restructuring, i.e., Digital going 
to a third party to get the services which were provided by layed off employees.

Not_a_pretty_picture_painterP

    
    A lot of the money goes to re-whateveryoudotoa pension fund, due to
    serp.
    
    I heard the one b figure too..
    
    

    I heard a little more about the layoffs: the present layoff package
    expires on July 27, so Stone hopes to have everything done by then. 
    The next package will offer less weeks of pay and shorter benefits.
    Unfortunately it looks like they're mainly going after engineers this
    time.
    
    Bob - I think it takes 2 reviews to cover up a bad or bogus one.  Often
    when they evaluate your past performance they look at your two most
    recent reviews.  If the one beofre your bogus one was good, your almost
    set.  You can write a rebuttal to a review at any time, it will be
    permanently placed on file with that review.  However, it would have
    been best to have one ready when you signed (or refused to sign if that
    was the case) your review.  It's probably too late now, but you could
    have challenged the review, and your supervisor would have been forced
    to rewrite it if you could defend your points.  I know someone who was
    successful at this.  However when I was given a bogus review (by the
    same supervisor BTW) I was not given any choice but to sign it, which I
    stupidly did.  That was not long after I was ripped off, so as some may
    know, my enthusiasm for life was not at its highest point then.
    Luckily I got a couple of good reviews from the replacement supervisor.
    They used to have a policy where you could ask for an old review to be
    removed from your records but you can't do that now.
    
    Let's hope we all survive the next month!
    
    Scott
    

    If the next layoff package is less good tht the current one,
    then, if one is getting laid off, it's best to be laid off
    by 7/27...  Is that correct???    Do you have a pointer
    to the current package?
    
    thanks,
    /bruce

    
    the last package was 13 weeks for the 1st 2 years, and then 3 weeks for
    every year after that.
    
    I'm hearing the next one could just be a flat 13 weeks, regardless of
    how long you've been here.

 Hmmm...so around here those who were layed off were "chosen" based on the last
 2 reviews with length of service being the tie breaker.  So, if the next 
 package is 13 weeks flat, those who did not perform as well, and were not with
 the company as long stand to make out better than those who were better per-
 formers with greater length of service?  Hmmmmm....




 Jum

    
    Exactly. :-/
    
    Every package has been worse than the one before.  At the beginning,
    the ones layed off were (supposedly) the poor performers.  Then when
    that wasn't enough, good folks started getting hit.  So, yes, it paid
    to never make budget (or insert your metric of choice).
    
    

    so what your saying is that soon we will have to pay the company to get
    laidoff ? yikes !
    
    Chris
    
    :')

    Well,  the ones who won the perf-review/longevity comparisons
    and were not laid off *have* been drawing paychecks all these
    weeks, so perhaps they are not doing less well with a later
    package, after all...
    
    /bruce

    Bruce this is a true statement ! on paper it might look OK but in my
    greymatter it just don't look the same !

     >so what your saying is that soon we will have to pay the company to
     >get laidoff ? yikes !
    
    :-)

Well, Secure Systems, the group I've been w/ for 3.5 years, has been vaporized.
One product has been cancelled (I think) and my product has been moved to
TNSG (I was getting funded from them anyways).  

In TNSG, I'm placed in the system management software solutions group (or
somethiung like this).  A bunch of technical leaders and managers are going
to examine all software products in this system management category and
determine which products are redundant.  Apparently, we have lots of different
groups engineering like solutions to problems.  They want to eliminate all
products that duplicate effort/solutions;  whether or not DECinspect will
survive is a big question to all of us.  I guess by July 30, they are going
to have a list of products to be cancelled.  I tried to ask what was going
to happen to folks on the cancelled projects only to get an answer that
was insufficient.

So, we're in limbo over here.  Hopefully they'll do this once, do the cut,
and get on w/ life rather then drag it out over the next year.

If they determine layoffs based on performance, I think I'm covered, but,
who knows.  I just hope that HACK some of the managers and process steps out
of the f)&^%#$g system so we can get some work done.

/JC, waiting for the axe to fall.

    :-(
    
    Not good..
    
    My prayers are with you mon
    
    							/Soko
    

Wow, JC - good luck....

You're in the same Business Unit as me.  Do you know TCP/IP?  So far, we're still
around...but who knows.  We ship V2.0 next week, and things could very well
change.

tim
 

    
    Hey Mon..
    
     good luck in keeping your job back east. But IF any bad luck comes
    your way let me know, There always looking for software types here in
    COLO.
    
    
    Divide Dave
    

    JC...whut Divide Dave said....good luck
                                           rfb

    Hang in there JC mon. I'm hopping the best for ya!
    
    Just keep your fingers crossed, keep up the good work and hopefully
    it'll pay off for ya :^)
    
    Andy_who_is_also_wondering_what_the_future_work_sit_will_be_like_:^}

    
    Good luck, JC.
    
    

    
    	I find it interesting that Corporate Policies and Procedures says
    that every System on the Easynet must run DECinspect, and yet, we have
    some doubts that it will be funded......Makes you wonder.....
    
    

  Well, I was presented with my 15 year certificate today..can't believe I've
been here that long.  Kinda got me reflecting back to what things were like
in this outfit way back then.  Sure has changed a lot.




Jum

	JC - hang in there...don't worry about what might happen 
	tomorrow until something does happen and then deal with it...
	that's the philosophy I'm living by now cause I could drive 
	myself nuts worrying about all the rumors flying around here.

	I think you and I are in pretty similar situations and
	also I think you and I have been working our butts off for
	at least a half a year...so that's what ya gotta think about 
	now - YOU know you've done your best, you've done a good job,
	you've given alot of yourself to this company - so dwell on
	that for awhile - don't worry about what the "higher-ups"
	think about you cause there's no control over that - put your
	energy into feeling good about yourself cause YOU know you've
	done good... don't feed the negativity!

	the bottom line here is - if you've sacrificed SO much and
	aren't rewarded for it - maybe not rewarded by promtion/raise
	but simply keeping a job - is that what/who you want to work 
	for anyways?

	Debess

    congrats Jum....
                    rfb (another "over 15 yearer")

 Why thank you sir....I can remember my first day (in the old Fountain Co plant)
 as if it were 15 years ago :-)





 Jum

>	the bottom line here is - if you've sacrificed SO much and
>	aren't rewarded for it - maybe not rewarded by promtion/raise
>	but simply keeping a job - is that what/who you want to work 
>	for anyways?

good point.  That is what it has come down to.  In responce to a discussion
regarding how we are going to do more and more work with less and less people
my boss's boss's boss told him that we just have to work longer and harder.
That's the way it has to be.

Easy said for someone who hands his progress reports into a VP huh?  But what
about for me??  Someone who works her *ss off more than 40 hours a week as it
is.  Where/when does it end?  And what motivation/reward is there for doing
this?

I have come to the conclusion that the answer to this last question is, a job.
Like it or not it feels like an attitude change (or job change) is in order.

It was fun and I did it because I *wanted* to a few years ago, but......

Good luck to everyone in this next month!!!

Congrats, Cadet Stimpy!

Hmmm...lessee...

15 years ago today, I guess I was sitting around with some friends complaining
that we only had half the summer left before starting 5th grade.....

Dave (whipper-snapper) :-)

    That was 22 years ago for me.  Spending my last summer in West Lebanon
    with the friends I grew up with, knowing that we would be moving by the
    end of the summer and I would most likely not see them again.
    
    Hard to believe it's been 16 years since the Bicentennial (TM).  I
    still have no desire to see a 4th of July parade, I got paraded out
    that year.
    
    Scott