Conference 7.286::digital

RE the base NOTE:
	
>	When change is rapid, and we're approaching many problems in a 
>	non-traditional fashion, it is easy to generate confusion, 
>	anxiety, and miss the big picture.  I want to avoid this problem 
>	by improving the flow of communications.

>	I've asked the Corporate Employee Communications group to 
>	orchestrate a program, using all the vehicles we have available, 
>	including Digital Video Network (DVN) reports, Digital This Week 
>	(DTW), Live-Wire, and VTX to ensure all employees have a solid 
>	understanding of our plans.
	
>	We'll initiate this increased level of communications with a DVN 
>	broadcast on Friday, September 28th ...

While welcoming an opportunity to ask the hard questions 
- and hopefully get some real answers - this memo seems to reveal 
a "Greater Maynard" view of the Digital world: 

- DVN sites are a long journey for many field folk - and we're trying
  to reduce the travel budget.
	
- DTW is a local vehicle. 
  Digital News is the US-wide vehicle, and it has a questions and answers bit.

- Live-Wire and VTX (isn't Live-Wire just an info-base on VTX?) gets to a lot
  of people, but not everybody monitors them (it).  

  Wouldn't a broadcast message from system managers get to more people?   
  Don't virus warnings, and the like, get distributed in this fashion? 
  How did Jack expect us all to hear about this broadcast ... ?

When was Jack Smith last in a field office?

From an "isolated corporate site".

Martin

    I expect that Jack Smith expects people to hear about this show
    via a lot of forwarded mail messages as well as VTX. I assume it
    will show up in LIVEWIRE (yes that's a VTX infobase) soon if it's
    not already there.

    To me the memo shows an awareness that people are communicating at
    low levels (ie you and me). It also shows a willingness to use the
    technology we have to create some communication up and down the line.
    By passing the middle management filters both ways. This is good.

    I wish the memo also indicated an intent to use Notes as well. We could
    really get some two way communication going that way. Even if
    management read in Notes and replied in VTX that would be a start.

    		Alfred

    I suspect that Jack Smith does read Notes, or at least has them
    forwarded to him. A recent memo by him had, in the text, a reference to
    "MORE EASY STUFF", which is in the title of a previous topic in this
    notesfile.
    
    However, I agree with -.1 in that our management should contribute much
    more to Notes like this one, not just for this kind of topic but for
    technical, marketing, sales etc....
    
    Ray

    Friday, September 28, 1990 sundown commences the most solemn holy day
    of Judaism.
    
    Whose differences are being valued?

    Broadcast messages over the system are intended to convey system,
    software and network availability.
    
    VTX, DVN and newsletters are the vehicles that are intended to
    disseminate information to all employees.  Just about every site has a
    LIVEWIRE terminal in its lobby.  If you look in LIVEWIRE right now,
    there is a polished version of Jack Smith's memo about his DVN
    broadcast.
    
    System managers are not responsible for conveying such messages but making
    sure that the vehicles designed to deliver them are functioning
    properly, i.e. VTX, MTS, DECnet, VAX hardware.
    
    
    
    Thankyou,
    
    
    Bryan

    
    I, too, am sure that Jack Smith reads these notes and I believe the
    purpose of taking a broader approach technically in dealing with the
    message and direct input is a result of the extensive miscommunication
    that has occured in the last couple of weeks. 
    
    While the forums being used may not service everyone at once, a lot of
    folks are going to have the chance to hear Jack's message first hand.
    This sure beats some of the gross misinterpretations I've run into
    lately. I believe things can be greatly improved with a clear meassage
    of direction from the top and creative, innovative solutions from the
    'bottom.' Bypassing the middlemen is great idea.
    
     

re: .5

You are exhibiting GMA thinking.  I do not know of a single terminal in Dallas
or Fort Worth dedicated to LIVEWIRE, whether it is in a lobby or not.  In fact,
most people here don't even know about LIVEWIRE.  I hardly ever read it because
it uses the VTX interface which drives me crazy.  Now if I could get it mailed
to me....

Bob

>    I suspect that Jack Smith does read Notes, or at least has them
>    forwarded to him. A recent memo by him had, in the text, a reference to
>    "MORE EASY STUFF", which is in the title of a previous topic in this
>    notesfile.

Oh, Ray.

The Jack Smith memo with the subject "MORE EASY STUFF" was written by him
on 7-Sep and posted in the "MORE EASY STUFF" topic note of this conference
on 10-Sep.

/john

    The closest DVN facility is 120 miles away.  We'll ALL go.
    
    The only time I've seen LIVEWIRE is in building lobbies back East.
    
    My best shot at hearing what he says is RIGHT HERE...
    
    karl

    RE: .4
    
    This may be why the broadcast is starting at 1:00 eastern time.  He
    did say he will only be talking for about 15 minutes, then taking
    questions via call-ins.  Even giving 2 hours for questions, this has
    you out by 3:15, and should not interfere with Yom Kippur, IMO
    
    E Grace

    I find that scheduling this on the 28th of September a little difficult
    to understand. Since I work in OMS, that day is the last day of the
    quarter. Meaning both sales and oms will be pushing to certify business
    and for some it will be very hard to get away for any length of time.
    
    Why the 28th?
    
    Won't there be any business?
    
    Just my humble opinion.
    
    DM
    

    Is this to be a U.S.-only broadcast ?  1300 EST is 1900 here in
    Switzerland, and where's a DVN to be found here ?
    
    David

>    Is this to be a U.S.-only broadcast ?  1300 EST is 1900 here in
>    Switzerland, and where's a DVN to be found here ?
    
    	DVN broadcasts do not reach Europe.
    
    Joe

>      <<< Note 1192.13 by TAGART::DONNELLY "Joe Donnelly, LES PBU, Ayr" >>>

>>    Is this to be a U.S.-only broadcast ?  1300 EST is 1900 here in
>>    Switzerland, and where's a DVN to be found here ?
    
>    	DVN broadcasts do not reach Europe.

DVN = Digital Video Network ?

Oh come on, surely you must know by now that the terms 'Digital' and 'US
only' are freely interchangeable.

Yeah, it would be great if the broadcasts were at 1300 BST, then maybe 
Europe could join in. 

Europe? did someone mention Europe? Hang on, while I go and look it up
on the atlas to see where it is.

	Craig.

    LIVEWIRE can be reach from any terminal right? You can get into VTX
    from any terminal so any of the functions that it caries are
    accessible.
    I do wonder who is responsible for making sure that EVERYONE in Digital
    does see J.Smith's memo.
    I also wonder who put in the base note. I mean Notes is a means of
    communication so why can't he or any level person make use of it. Gosh
    knows I do! ;^)

    Do you think there is sincerity here?  If so, what kind of topics do
    you think he's interested in?  ONLY SHORT TERM ONES?
    
    Unfortunately, a lot of the things we need to fix are, in our culture,
    considered long-term (6 mos. +).  If we had addressed some of these
    "long-term" issues a year ago, we'd be reaping the benefits today!
    
    Since we can't turn back the clock, do you think we could learn from
    our errors and address some of these "long-term" issues now?  Is Jack
    Smith & company the right place to do this??  I don't know & would like
    your feedback.
    
    PS: I sent the following to his office (trying to help the cause):
    

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

                                        Date:     20-Sep-1990 08:01am EDT
                                        From:     CAROLYN MCMAHON @MKO
                                                  MCMAHON.CAROLYN
                                        Dept:     DELTA
                                        Tel No:   264-5977

TO:  Remote Addressee                     ( JIM JOHNSON @PKO )


Subject: RE: Jack Smith's 9/18 DVN

        Jim,
        
        If you aren't already track this, I suggest you follow VAXnotes 
        conference HUMAN::DIGITAL note 1192.  This note is raising some 
        pertinent points.
        
        						Carolyn
    

I find it very interesting how a lot of people can come
up with so many excuses/problems to viewing the 
DVN broadcast. Also looking at livewire. 

 * If the nearest broadcast is 120 miles away 
make arrangements to have it taped.

 * It fall on the morn of a holiday, nothing was 
mentioned for a broadcast after sundown.

 * If it is a month end closing come to work a few 
minutes earliers if your that concerned.

  * If you don't have vtx in Dallas why don't you
research on how it can be aquired.

 My perception is that if more effort was put into
what we can do to correct situations instead of 
critizing we would be better of corporate wide.

 A manager once told me that if you come to me
with a problem bring along some solutions. I am 
not going to solve all your problems.


               Mike

re: .17

>  * If you don't have vtx in Dallas why don't you
>    research on how it can be aquired.

VTX is available in Dallas.  I was replying to the reply that seemed to think
that since he saw terminals in the lobby where he worked, that they must be
universally available.

Bob

P.S.  This is of course ignoring completely the issue of how do employees
who only come into the office once a month or so, get timely access to the
information that would be available.

    
    The memo does not even mention whether they will provide the sign
    language interpreter. I think every hearing imparied employees have
    rights to know what is going on during the DVN.
    
    Kevin
    

    RE: .17 Well excuuuse us for being isolated by a parochial attitude
    that says Asia and Europe don't exist.
    
    
    /andy/uk

	So let me sum up how this broadcast has to be done in a way that makes
everyone happy:

	1)  Make sure it isn't done on a workday since that would interfere with
getting real work done.

	2)  Make sure it doesn't fall anywhere near any holiday of any religion.

	3)  Broadcast it on a time of day that is simultaniously convenient to
all of the Digital sites around the world.

	4)  Simultaniously translate it into every local language for those
Digital employees who are not fluent in English.  (I'm taking the hearing
impared comments to their next logical step.  If we shouldn't be US-centric,
we certainly shouldn't be just English-centric.)

	5)  Find a mechanism for the discussion that lets people who aren't
near DVN, aren't in the GMA, don't have terminals or who are on systems that
don't have VTX installed to hear the message immediately.

	Sure, sounds easy.  What would the net result be anyway?  All we'll do
is hop into notes that much sooner and beef about what was said.

							-craig

    re:21
    
    Yes, you are correct on all points.
    
    But, just a simple little e-mail is fine with me, I watch too much of
    the boob tube as it is.
    
    Dave
    
    ps( Our stock just hit 54, should be quite a speech).
    
    

    I wonder if the broadcast will really be at 1:00pm EST.  The last time
    I looked at my watch I was still on Eastern Daylight Saving Time.  If I
    get there at 2:00pm EDT for a 1:00pm EST broadcast it will probably be
    all over.  God only knows what time it will be on in Arizona and parts
    of Indiana.
    
    Would somebody check into this please.  I can't believe no one else has
    caught this goof.
    
    JC
    

    
    Speaking of hopping into notes, if Jack is opening the phones for most
    of the broadcast for questions, why doesn't he ALSO have his secretary
    type his 15 minute speach up ahead of time electronically and the day
    of the DVN just after he finishes, he accesses this conference
    (HUMAN::DIGITAL), and dumps a copy into a reply in this topic, directly
    from his electronic account, where he adds a preface, "Hi. I, Jack
    Smith am now an official noter too! Here's the speach below from DVN. 
    What's your question?"  Aren't there more employees worldwide accessing
    this conference (10,000 to 40,000?) than are able to be at a DVN site
    AND call in during a limited 90 min DVN and get through with their
    questions?
    
    This is my employee involvement suggestion, Jack.  What do you think?
    

Would anyone care to shift the discussion to brainstorm and explore what sort 
of questions we should ask Jack?  And how they should be phrased?  In the DVN 
broadcast of the quarterly report, some of the callers either didn't get their
point across or weren't answered in quite the way they hoped.
    
    Two of the issues I'm struggling to phrase questions about regard:
    
    (1) what does he see as the mission of Digital, what is his vision; and
    (2) what sort of LONG-TERM thinking are the exec's engaging in - 
        i.e. what have they learned from this, how will we not repeat
        mistakes once this crisis is past; are they willing to examine
        the traditional systems, processes, and structures and potentially
        make changes such as significantly flattening the organization?
    
    I'm also curious to see if there's any specific _types_ of 'global 
    questions' that you all feel should be asked.  I'd hate for such a golden 
    opportunity to result in mostly "send me a proposal" answers.  Thanks.
                                                                           

Mr. Smith...

	Can you give me some examples of cost cutting measures that the
executive committee/senior management have adopted that reduce expenses they
directly incur?


[My morale would be boosted a few points to hear some specific things our
senior executives have done personally as opposed to organizational directives.]

I like my management to lead by example.

-Terry

    I have one simple question. Sources say that we have 25,000 too many
    people. If 25,000 people were let go with the normal U.S company type
    serverance pay (2-4 weeks) would that fix things? Would it fix things
    over the long haul? Or are we so lost that it wouldn't?
    
    Can all of these expense cutbacks really make up for the reduced
    revenue that will not support a population of 125,000.
    
    Please don't respond emotionally, just with your best business sense.
    
    Thanks
    
    Dave
    

    
    Just for clarification....
    
    The broadcast will be interpreted into American Sign Language.
    
    As for the person who thought we should investigate a variety of
    different translations etc. etc. ,although it was presented in humor
    (I think), its important for we as a company to remember that
    we cannot hold employees responsible for adhering to information
    presented in forums in which they cannot obtain access.
    
    
                                                           
    Sharon Caserta
    
    Sharon Caserta 
    

	Re: .29

	Yes, my comments were in jest.  I believe _fully_ that every employee
should be able to find out what was said.  Clearly, as you pointed out, we
can't hold employees responsible for things they cannot hear about.  I was
poking fun at the lamentations that every employee does not have the technology
and/or right time_zone and/or right holiday schedule to hear it "live".  Really,
finding out the info a day or two later is no big deal.  I was venting my
frusteration that people seemed to be more concerned about who is going to 
hear it when and what continent Smith is going to be broadcasting from/to rather
than what is going to be said.  (And also pointing out that we can "value
everyone's differences" to the point where the broadcast cannot be made due
to the inevitable stepping on of someone's toes.  Time-zones, for example.)

								-craig

    I rather see us get our thinking further developed and away from what
    we've allowed to become "escapes".  Things like "vision" and "mission"
    have become pretty much gossamer fluff here because we've not put any
    real meat or teeth behind these statements.
    
    I think the time for smoke is past and it's now time for action.  For
    instance, it seems that reducing so many levels of management is well
    at hand.  These are some of the questions I'd like to see addressed
    now:  
    
    	- What is executive management going to do to insure that only
    	good quality managers remain after such a revision?
        
        - In our Executive's view, what are the dominant attributes of good
        management?  What should our management standards be?
        
        - What of themselves are Executives going to put into this most
        critical improvement?
        
    I see this as only one of areas that must be addressed in concrete,
    specfic terms if we truly want to improve our corporate performance. 
    
    The way I see it, the greatest hope that we have for really turning
    this company around is that Executive management champion the process
    by discovering and getting down to root causes.  However, that alone is
    not enough.  The Execs. must decide on concrete, actionable plans to
    fix these things - let us know what they are - and then put teeth into
    them.
    
    Saying "do the right thing" won't cut the muster anymore.  Our company
    needs leadership with both logic AND action.  Our leaders must lead by
    example, not just dictate.  I believe it can be done - but that it must
    REALLY be done.

    I'm afraid that cutting out 6,000, 25,000 or even 50,000 people at
    random won't solve the root problem.  There are so many examples that
    this strategy doesn't work, I won't take up the space here to go into
    them.  These examples are from both inside and outside Digital and many
    are sprinkled throughout NOTES if anyone's really interested.
    
    However, I suspect that we will still go through with cutting out
    people and still be left with the root problems.  How about we learn
    from others (and ourselves) and start to think SMARTER right from the
    Executive level right down to you and me???  How about we try to really
    fix things instead of taking the relatively easy route of the old
    standby F&A answer - "Off with their heads!"?

There was a good article in "Fortune" magazine a few months back on 
"right-sizing".  It pointed out a number of instances where companies
destroyed or seriously damaged themselves by downsizing.  If you have
fundamental problems of direction or management, an excellent way to make 
them WORSE is to downsize.  Still got the same problems, the remaining
people still don't have an effective way to deal with them, and the good
ones are now overworked to boot!

If we have "lots of deadwood", that's a MAJOR failure of management, the
same people who will be deciding who and where to cut.  Unless the fundamental
problems of communication and direction are solved FIRST, cutting headcount
will lead to nothing but more cutting of headcount.  And our costs will still
be out of control.

/Dave

	It used to be that an individual could make a proposal
	and get "real" answers about it from management and
	their peers.  More and more I see and hear that all 
	one gets is the infamous DEC NOD.  The No Output Division
	used to be a joke, now I fear it is the main stay of
	business for DEC.

	I had the opportunity to work in the field for 8 days
	last spring, it changed my view of DEC alot.  It is
	my feeling that our Executives need to look at where
	DEC is now, what we do well, what we don't do well,
	see if there is anything that we can change for the
	better and then DO IT.  And the most important thing
	is not to punish individuals for pointing out that the
	Emperor has not clothes on (or the project is slipping
	YEARS).

	We have to believe in DEC but DEC also has to believe in
	us.  This is one of the things that is missing, upper
	management's belief that the employees really do understand
	the business DEC is in.

	_peggy

    re .32 and .33
    Hope you send your questions in for the telecast....
    

re: .33

That hits the nail on the head.  When the "re-org/reduction" that's supposed
to fix our problems is wholly designed by the people who are responsible for
the present mess, with no real input (other than "just nod your head") from
the people in the ranks who are NOT responsible for the present mess, there
is a major opportunity for disaster to strike.
								paul

    I would like to suggest that our sales representatives salary be
    figured on a commission basis or at least partly so. Based upon what I
    have seen, there are a lot of good reps. But, there are a lot of reps
    earning 50K to 75K and not generating a lot of business. A lot of it is
    business that was generated on its own, by customer demand. 
    
    I know quite a lot of people don't like this idea. But I think it would
    be right. If you can't do the job, please don't expect the rest of
    Digital to carry you.
    
    Dave
    

    
    Re .37:
    
>>    I know quite a lot of people don't like this idea. But I think it would
>>    be right.
    
    A lot of people don't like it because it puts selling anything ahead of
    fulfilling the customer's requirements, which does not tend to result
    in a happy customer.
    
>>    If you can't do the job, please don't expect the rest of
>>    Digital to carry you.
    
    We have two ways to implement that idea: 0% pay adjustments, and
    dismissal. These measures are not confined to sales only, but can be
    implemented equitably across the board.
    

    I think our customers are a lot smarter than we think and know what
    meets their expectations and what doesn't. At least the customers I
    have a work with, most are engineers who know what they need. They
    can't be sold the product if it doesn't measure up. Sorry, I don't
    think the current salary system is motivational enough. Too many people
    just not performing and getting away with it. And I don't think within
    Digital it is that easy for managers to correct the problem. Too many
    warnings,hoops, paperwork and talking. Just easier to move the
    offending person to another account.
    
    Dave
    

    Switching to commission-based remuneration for Sales hasn't cured the
    problem for any other company that has done it.  All it does is change
    the game, not change the outcome.
    
    Besides, beating on any part of Digital that is the victim of poor
    management isn't going to improve the situation.  Changing incentives
    around, like the proverbial pea under the shell, is no substitute for
    fixing the root cause - poor people management.

    These are the questions that I have formally submitted.  I request,
    although I regret that it won't be honored, that DIGITAL conference
    participants _not_ discuss or speculate in this note how they will be
    answered.
    
    Furthermore, I submitted these questions on my own as an individual
    employee and not as a representative of any group within Digital.
    
Q: A problem that I see in Digital never seems to be addressed: Small
profit-oriented companies keep their staff as small as possible.  When the
profits are divided, each person receives a bigger share.  Digital managers
strive to make their staffs as large as possible.  What incentives are in place
to reward managers who get results with 8 people rather that 12?  Or spends
$1 million rather than $1.5 million?

Q: A lot of the recent memos are directives that remove discretion from cost
center managers and lengthen the time it takes to obtain final decisions.
Why can't cost center managers be trusted to make the right spending decisions?
Or make a decision _not_ to spend?

Q: In the Wall Street Journal, two years ago, a business school professor wrote
that the Digital's critical problem was in sales management, that Digital's
sale force didn't know its customers, know its products, or even call on many
customers.  Would he be accurate today?

Q: The best lessons are the ones taught by example, how are Ken Olsen, Jack
Smith, and the Vice Presidents personally saving Digital money?

Q: Do we have too many vice presidents and managers and not enough engineers
and sales reps? Why is it after "downsizing", the number of levels of
management never change?  Have any offices in MA or NH reverted back to
shopping malls?

Q: Isn't the easy decision to automatically say "No": "no" to hiring, "no" to
capital decisions, "no" to supporting a third party software vendor.  Won't
this strip Digital of the tools it needs to be competitive after the crisis
is over?  How does one prioritize spending?

Q: Why can't decisions once made stay "made"?  What can't budgets once set,
stay set?  This isn't flexibility, it's day-to-day chaos that undermines any
investment in a plan created six months ago, or create any incentive to
sincerely plan for the next six months.
 
Q: Ken Olsen in 1982 said "When a company has a layoff, it's management's
fault... In a recession people want to test me, to see if I'm brave enough to
have a layoff.  I'm willing to take that ridicule because it's paid off to hold
on to our people.  I don't have layoffs to show how brave I am...   We have a
big investment in the people,.. It's also good business for our people to have
confidence that we will not lay them off just to help our profit short-term.
This faith in the company is important."  How has this sentiment changed, if
at all in 1990?

Q: What steps will restore Digital to profitability?

    I submitted a question stating: 
    
       Since the broadcast was of limited time, only a few questions can be 
       answered. The object of the broadcast was to open communications and 
       let people knwo what is going on, can Jack's staff answer all the 
       questions submitted and make them available electronically either 
       posted in this notes file and/or VTX?
    
    Let's get answers to the hard questions, not just the easy ones.
    
    - John

                DQR employee telecast with Jack Smith rescheduled
                     to Wednesday, October 3 at 1:00 p.m. EDT   

 The DQR employee telecast, featuring Senior Vice President of Operations 
 Jack Smith, originally scheduled for Friday, September 28, has been 
 rescheduled to Wednesday, October 3, at 1 P.M. Eastern Time.

 The move is in response to feedback from managers and employees who want to 
 attend the telecast but need to focus their full attention to closing Q1 
 business.  Again, the new date for the telecast is Wednesday, October 3, at 
 1:00 p.m. Eastern Time.

 There has been a lot of employee feedback, pro and con, from the last employee 
 telecast, and some cost-saving measures announced in recent weeks. Jack will 
 explain why both "big-ticket" and seemingly "small change" cost-saving efforts 
 are necessary to make the company more competitive in the next several 
 quarters. In addition, we will try to answer as many employee questions as 
 time permits. 

 As usual, a limited number of seats in the studio audience at the BUO 
 facility in Bedford, Mass. will be made available on a first-come, 
 first-served basis.  If interested, please contact Barbara McKenna, in 
 Corporate Employee Communication, at DTN 251-1308. 

 Videotape copies of the telecast will be available through the Digital 
 Library Network, and copies should also be available at most DVN sites.

 The telecast will be sign interpreted. 

 Consult U.S. News menu, choice 99 for the location of the DVN site nearest you.

    
    The problem with basing a sales rep's salary almost entirely on
    commissions is that not all accounts are created equal. Is it fair to
    assign a rep to an account like DuPont where the orders almost fall
    into their laps vs an IBM stronghold account where we're attempting to
    break into it for the first time? I've seen both types of accounts and
    have known sales reps, and therefore the corporation, who have invested
    several years selling almost nothing while making steady progress
    against the competition. And it never fails that within a month of the
    sales rep moving onto other assignments that account places a large
    order which the new rep get's credit for but we all know it's the
    groundwork done by the previous rep that really paved the way.
    
    How do you allow investment selling while still ensure the sales rep is
    compensated fairly?
    
    -Ray
    
    ps shouldn't this be in another note?

    re .45
    Ayuh, there's a problem - I knew about the rescheduling on the
    26th (Wednesday afternoon.) As of Friday my supervisor still
    thought the speech was to be on Friday. 
    
    So tell us, Jack, *how much money will be wasted getting the word 
    out through slow, archaic, wasteful communications channels* ?

    IMO management non-use of the latest communications media/tech-
    niques is the biggest time/money waster in DEC.

    

From a mail message I sent today to Jack Smith.  I'm posting it here so readers
of this conference also know there IS a mechanism for sending out messages, even
if it seems to almost never be used.  (No, I don't know if using it also 
generates large amounts of paper mail.)


	" ...  I've heard complaints from some people about the slowness of
getting messages (such as the announcement of the Quarterly Report last Friday
and the rescheduling to tomorrow) sent out to the populace.  Although I
received notice through normal channels, some people have expressed lack of
such notification.

My notifications came through our DVN coordinator in Chicago, which makes me
assume that the announcement was sent out via some sort of "send to top
management and have them forward down their chain" process.

I'd like to suggest an alternative. Are you or your staff aware of the ability
of Digital Telecommunications to send out mail based on the DECnet cluster
structure?  According to the MTS Matrix, a report maintained by Dave Emerson
@PKO, a message can be sent to 32 USA clusters, 17 European and/or 10 GIA
clusters. The cluster manager can then direct messages to all "Subscribers" in
their area.  This seems to me like a very efficient way to get the word out at
least to everyone in the corporation with an electronic mail account."

    re .47 Thank you

   Doesn't that tend to forget the engineering groups that don't use
   All-in-1/MTS? But then, they have faster "grapevine" methods...
   
   	q
   

    No one method is going to reach everybody.  I'd rather hear something
    three times than not hear it at all.

    Would some kind person care to take the time and give an overview
    of what is said in the broadcast.
    
    Joe

I second the request for a summary, before the newspapers do that for us.
My site (DSG) had no sound.

I guess this is part valuing differences - only people who know ASL could
get anything out of it.

    I will "third" the request for a summary...
    
    For those of us in offices where DVN is not available and travel in
    excess of 500 miles would be required to get to one, all this
    discussion about notification of DVN broadcasts being poor is very
    pointless.  We have yet to hear what was said at all.

	Quick summary. I didn't take notes and it went about an hour and
	a half so errors and omissions are my own. Tapes are, we were told,
	going to be sent to Europe and GIA.
	
	Jack started with some opening remarks. Much of what he said can be
	found in topic 1213 and he did get WW II timing wrong. He's also
	been reading (hard copy or on line I don't know) from Notes BTW. So
	I suspect he'll get the message for the future.

	Key points were that he and top management REALLY want to hear ideas
	from people. The ideas in his recent memos around cost cutting
	(bottled water etc) largely came from other employees. He answers
	critics who say he should be working only on the big things with
	two things. One the big things only get us half way. Second, he 
	feels that using his name and office to distribute and encourage
	the implementation of other people's ideas for "small things" is 
	a good use of his time.

	He also talked about some "big things". He said that they've reduced
	floor space by 500,000 square feet recently and that they hope/expect
	to reduce it by yet an other 1.5 million square feet by the end of
	the calendar year. Also spending on international travel (I assume
	from the US) is down about 18-20%. He also talked about a 5-6 day
	improvement in DOS (Days Outstanding) in our accounts receivables and
	some improvement in inventory turns.

	After opening remarks Buzz Luttrell (the host) showed a stack of
	about 150 questions/concerns/suggestions that came in response to
	the request for same for this broadcast. They were not all addressed
	by the broadcast. Suggestions will be fed into Delta which Jack
	expressed his support for both strongly and regularly. He really
	convinced me that he at least believe that employees can provide
	important and helpful suggestions. Someone made the comment that
	managers who do not encourage or who discourage people from making
	suggestions are a problem. Jack said that maybe they should look at 
	groups were making suggestions or perhaps more importantly what
	groups are *not* making suggestions. 

	Jack expressed some concern over the number of anonymous suggestions
	both by mail and notes. He feels that if people are afraid to come
	forward that that is a very bad thing. He understands that the ODP
	(Open Door Policy) can not work in such an environment. He is now
	trying to understand how big or widespread a problem that is and
	look for ways to fix it.

	In answer to a question about moving to a flatter management structure
	Jack indicated that restructering at all management levels was going
	to happen. Not in a matter of months but in weeks. When asked about
	people (in management) who created large deep organizations being 
	asked to fix them, Jack indicated that some top down (hinting at him
	being the top) instruction may have to take place. He indicated at
	the end of the broadcast that top management (I assume KO and him)
	have the resolve to do what ever is needed to turn things around.

	There was more but that's off the top of my head and to get something 
	in quickly. More later if I have a chance.

		Alfred

I think Alfred pretty well summed it up.  The thing that impressed me most was
the statement that the management reorg was going to be done in weeks, not
months.

Bob

One more point: Jack said we're looking to lose 5,000 to 6,000 employees by
the end of December. The company is doing all it can to avert layoffs, but
"never say never," he said. Someone from Phoenix asked about the rumor that
8,000 people would be laid off by whatever date, and he said categorically that
that was not true.

At the end he said that people often tell him that top management doesn't seem
to be serious in what it's doing to get us back on track. He emphasized that he
is *very serious* and we shouldn't doubt that he'll do what he has to.

I thought it was a good telecast. Except for the WWII glitch, I was impressed.
(But hey, some Americans don't even realize the U.S. fought in World War II.)

Vicki Meagher

    
    Key feedback on DVN:
    
    The majority of call-in questions revolved around the same issue,
    stated in different ways:  There are fundamental problems impeding
    employee involvement, real participation, good ideas and programs
    getting truly implemented, and effective change.  One cause expressed
    by many seemed to be bloated bureaucratic management who did not care.
    
    When asked specifically if MANAGERS "should resign" who do NOT support
    employee involvement programs and encouraging employees to create
    ideas, Jack Smith said, "YES."  He also said management structural
    changes may be weeks away as time is running short.
    
    Jack invited feedback on the DVN and repeatedly said he wasn't real
    sure "what the problem was."  Enlighten Jack, everyone.  Send a memo.
    
    TO: Jack Smith @CORE
    

Worldwide News                      LIVE WIRE
 
       'Let's get on with it':  Jack Smith challenges employees on  
                         'Digital Quarterly Report' 

 "Everyone has to get in the game," Senior Vice President Jack Smith said 
 in a recent "Digital Quarterly Report" broadcast.

 Every employee's help is needed, Jack said, so that the company can return 
 to profitability.  "You are being heard.  Many of your suggestions have 
 already been implemented, many more will be implemented, and still more are 
 being analyzed.  But we need all of you to get in the game."

 During the 90-minute broadcast, Jack talked about the company's current 
 cost-reduction strategies and answered employees' questions.  He also talked 
 about Digital's future.  "When you look at the future, you have to think of 
 what the marketplace will look like," he said.  "The successful companies 
 and industries in the future will be those who provide customers with 
 cost-effective products and/or cost-effective services in real time. 

 "In many areas, we've made the right investments," Jack continued, noting 
 that Digital's "number-one strength" is networking.  He also cited the major 
 investment the company has made in supporting OSF, the Open Software 
 Foundation.  "We've probably committed more technology to OSF than any 
 other company," he said.  "This will give us an edge.

 "So we believe that in the future, computing will be done in a heterogeneous 
 distributed environment; that customers want to maintain their current 
 investments; that they need networking to tie it all together; and that they 
 will want to buy from a vendor with worldwide capabilities.  

 "When you put that all together, you realize that we're one of the few 
 companies that can compete in this environment.  We are well-positioned for 
 the future," he said.  

 Employees viewing from DVN sites across the U.S. called in with questions 
 and comments.  Some suggested ways in which Digital could save money.  A 
 Maynard area employee, for example, suggested that test equipment be put 
 into a "pool" so it can be shared among groups.    

 Another employee suggested that people should find ways to eliminate their 
 own jobs, as an employee in Europe did recently.  "That takes a special 
 kind of person," Jack replied.  "We want to encourage people to take a 
 look at the growth areas of the company.  If you feel that your area is not
 an obvious growth area, then come forward and explore the growth areas.
 Remember, we haven't stopped investing.  But we must invest wisely."

 Jack also spoke briefly about how facility consolidations were saving Digital 
 money.  He said that the company is moving out of leased space into company-
 owned buildings for additional cost savings.  "To date, we've closed 500,000 
 square feet of space just through consolidations," he said.  

 "By the end of Q2, we'll eliminate an additional million square feet -- 
 representing a savings of $20 million a year.  An additional 2.5 million 
 square feet of space has been identified and scheduled to be vacated by 
 the end of this fiscal year."  

 Other cost-containment measures that are reaping savings are in the areas of 
 relocation, travel, in-house equipment, inventory turns, and days sales 
 outstanding, which is the number of days it takes customers to pay Digital.

 "Most of the ideas for cost savings in the area of relocation have come from 
 people who have relocated," Jack said.  "To me, that's a significant 
 indication that people are really getting the message about what we are 
 trying to do."

 Jack noted that in Q1, relocations were down 25% from the same period a 
 year ago -- a big cost saving.

 Travel-related expenses are also trending downward.  "Most of the cost savings 
 in this area are obvious -- booking two weeks in advance, fly coach -- the 
 normal things that we do when we travel ourselves on our personal time.  It's 
 interesting to note that the average cost per ticket for international travel 
 has already dropped 18% for Q1.  That's good news.  First quarter projections 
 indicate a trend that will cut this expense by a minimum of 20%.  And most of 
 this was based on your ideas."

 Inventory turns over the last several years have gone from two turns to 
 roughly 4.3 turns.  That improvement has put $1.4 billion on Digital's balance 
 sheet.  In fact, Jack said, "we ended Q1 with less inventory than when Q1 
 began.  We should feel very good about that." 

 Many employees called to say they were concerned about staff reduction 
 rumors.  A caller from San Diego asked Jack to set things straight.

 "The current transition program is a voluntary program," Jack said.  "Our 
 operations people have indicated that we will get the 5,000 or 6,000 people 
 we need.  At the same time, I want to get across the message of expediency."

 Employees were encouraged to send their ideas to IDEAS CENTRAL @OGO or 
 SONATA::IDEASCENTRAL.  Jack reminded viewers that "there isn't a place in 
 the company where we can't save money.

 "Change is hard," he said.  "But we have the resolve.  We know what we have 
 to do."

 "Digital Quarterly Report" is produced by Corporate Employee Communication 
 and distributed around the world.  For copies of tapes of the broadcast, send 
 mail to the DVN office at EXIT26::AVINFO.