Years ago I had a massively downvoted comment when I criticised his AR for CAD vapour ware. As someone who was fully in that area at the time, what he was showing while looking fancy had no practical application in the area of design he was talking about.
Ever watch someone do CAD/CAM modelling? They need extreme precision of input that AR sausage fingers just aren't going to help with. You need a num-pad and a good mouse with a stepped click wheel.
I get it. We share some similar neurodivergence traits. He wants to be right in the detail. Constantly jumping from interest to interest, seeing the hidden patterns and connections that aren't apparent to others. But there are a times when I know I just need to shut up and let someone more experienced talk despite my brain wanting to lead every discussion right into solution mode, or providing additional context mode.
I've spent the last 6 years in management consulting (without formal business education), I agree with him when he says MBAs are useless. We know that the best solutions come from diverse teams with diverse backgrounds, skills and knowledge. Not 5 clones who know how to build value driver trees, not to say the tools they bring aren't useful, but they can be incredibly limiting.
For someone who hates MBAs he's sure going about this take-over like someone who barely passed one (i.e. knows more than enough to be dangerous). Sure, you're hemorrhaging money in operations. You need to cut costs and find new revenue streams.
What are your biggest costs?
Labor. Slash / Burn. The old McKinsey 7% FTE reduction will give you some extra operating cash from the years remaining budget and you know it's not so much that people (in fear of their jobs) won't just pick up the slack to keep everything moving. Do it quick because you need to rip the band-aid off and get rid of all that accrued leave, restricted cash etc. off your books too.
Equipment. Redundancy? Sounds like unused resources we can fire sale.
Contracts. Renegotiate? The only two meaningful levers are price and quantity. Start cutting quantity now, renegotiate price later.
This is all dummies guide stuff and tends to go terribly in reality when implemented all at once all together.
For instance, research has shown companies that lay-off when under pressure end up underperforming against the ones who chose not to.
Now who's going to help build and operate those new revenue streams?
Quick fixes for a quick buck and a whole lot of extra risk.
Ever watch someone do CAD/CAM modelling? They need extreme precision of input that AR sausage fingers just aren't going to help with. You need a num-pad and a good mouse with a stepped click wheel.
I get it. We share some similar neurodivergence traits. He wants to be right in the detail. Constantly jumping from interest to interest, seeing the hidden patterns and connections that aren't apparent to others. But there are a times when I know I just need to shut up and let someone more experienced talk despite my brain wanting to lead every discussion right into solution mode, or providing additional context mode.
I've spent the last 6 years in management consulting (without formal business education), I agree with him when he says MBAs are useless. We know that the best solutions come from diverse teams with diverse backgrounds, skills and knowledge. Not 5 clones who know how to build value driver trees, not to say the tools they bring aren't useful, but they can be incredibly limiting.
For someone who hates MBAs he's sure going about this take-over like someone who barely passed one (i.e. knows more than enough to be dangerous). Sure, you're hemorrhaging money in operations. You need to cut costs and find new revenue streams.
What are your biggest costs?
Labor. Slash / Burn. The old McKinsey 7% FTE reduction will give you some extra operating cash from the years remaining budget and you know it's not so much that people (in fear of their jobs) won't just pick up the slack to keep everything moving. Do it quick because you need to rip the band-aid off and get rid of all that accrued leave, restricted cash etc. off your books too.
Equipment. Redundancy? Sounds like unused resources we can fire sale.
Contracts. Renegotiate? The only two meaningful levers are price and quantity. Start cutting quantity now, renegotiate price later.
This is all dummies guide stuff and tends to go terribly in reality when implemented all at once all together.
For instance, research has shown companies that lay-off when under pressure end up underperforming against the ones who chose not to.
Now who's going to help build and operate those new revenue streams?
Quick fixes for a quick buck and a whole lot of extra risk.