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It would be a more interesting name if you were crows instead.But the insulting part is the brazen name of the company: Flock Safety. So, we're just damned sheep now?
It would be a more interesting name if you were crows instead.But the insulting part is the brazen name of the company: Flock Safety. So, we're just damned sheep now?
Crumbs, reading more about this I was way misinformed. His compromises with Democrats were the very reason MTG wanted to get rid of him. She'd've preferred a hardline wrecker like herself in the Speaker's role. When everyone united against her she derided them as "the Uniparty".TMU, that was the deal made. He brings forth & helps pass the Ukraine aid deal, they'll stick behind him knowing Marjorie wanted to oust him.
Ouch. I hope this wasn't intended as a macabre pun?How things have changed for this American company which used to blow the doors off the rest of them.
Back in the day, my job involved a lot of air travel. I remember the warm and comfortable feeling I got as I boarded a plane made by Boeing.
These days they can't seem to get much right, having focused on the short term stock price rather than the quality of their products.
I think realistically Boeing died when it merged with McDonnell Douglas. They kept the name that had the superior brand goodwill, but in retrospect the combined company seems to be much more the descendant of MDD than of Boeing.Back in the day, my job involved a lot of air travel. I remember the warm and comfortable feeling I got as I boarded a plane made by Boeing.
These days they can't seem to get much right, having focused on the short term stock price rather than the quality of their products.
How things have changed for this American company which used to blow the doors off the rest of them.
The surprise is not that Boeing lost commercial crew but that it finished at all
"The structural inefficiency was a huge deal."arstechnica.com
I think realistically Boeing died when it merged with McDonnell Douglas. They kept the name that had the superior brand goodwill, but in retrospect the combined company seems to be much more the descendant of MDD than of Boeing.
The power of branding and advertising, I guess.
What some companies try to do when they get oversized is to "divest", which is an ugly process something like a divorce, and it doesn't work well. Maybe it's something like a star. You can't really shine until you get enough mass, but if you get too much mass you turn into a black hole and stop shining again.
Eh, I worked for a company that was spun off the larger mothership, but kept a good deal of its own identity and the break worked mostly seamlessly. Probably because both parties were keen on making their own decisions, retained their own orbit of management which had very little overlap with each other, besides having the same CEO.
Honestly, some consultants really ought to interview the lot of them directly involved in the process because it went amazingly well (though it's been a hot decade since the gears all went in motion). If the biggest problems were brand awareness, temporary financial belt-tightening, and having to call up insurance companies on Day One that there's a new employer on the card numbers, that's easy-peasy. The first one took care of itself since it already had a large market share, and the second one culled away a few thieves.
My sympathy for such companies is limited. If you can't do your job properly, then maybe it's time to slow down and figure that out instead of continuing to push for expansion and growth. But no, stockholders are the priority and line must go up, no matter what.Boeing has 170,000 employees... or something along those lines. Humanity is not good at managing that many people. It's why people moan about how inefficient government is (or at least part of the reason), because government has a lot of people to manage. When companies get this big, they don't do well.
Startups are hard because nothing is efficient. Then your company gets big enough that you get efficiencies and you hit a sweet spot, and then you get too big thinking that same recipe will just keep working.
What some companies try to do when they get oversized is to "divest", which is an ugly process something like a divorce, and it doesn't work well. Maybe it's something like a star. You can't really shine until you get enough mass, but if you get too much mass you turn into a black hole and stop shining again.
Kansas City StarMissouri bill to ban all child marriages runs into resistance from House Republicans
JEFFERSON CITY: A bipartisan bill that would outlaw all child marriages in Missouri has run into resistance from Republicans in the Missouri House that could prevent it from becoming law.
The legislation, filed by Sen. Holly Thompson Rehder, a Scott City Republican, and Sen. Lauren Arthur, a Kansas City Democrat, would prohibit anyone under 18 from obtaining a marriage license. Current law allows 16 and 17-year-olds to get married with parental consent. The GOP-controlled state Senate approved the bill on a nearly unanimous vote of 31 to 1 last month. But the legislation has since stalled in a House committee with just more than a week left in this year’s legislative session which ends on May 17.
The legislation is personal for Rehder, who was married at age 15 to her 21-year-old boyfriend in 1984. A year earlier, her sister, at age 16, married her 39-year-old drug dealer, she has said.
My sympathy for such companies is limited. If you can't do your job properly, then maybe it's time to slow down and figure that out instead of continuing to push for expansion and growth. But no, stockholders are the priority and line must go up, no matter what.
I'm old enough to remember when corporations took a balanced view of the needs of all the stakeholders, customers, employees, stockholders and the wider community. They also knew that "strategic planning" wasn't limited to the next 90 day horizon.My sympathy for such companies is limited. If you can't do your job properly, then maybe it's time to slow down and figure that out instead of continuing to push for expansion and growth. But no, stockholders are the priority and line must go up, no matter what.
It's hard to run a very large company, but it's not impossible if your intention is to make a good product and serve your customers well. It requires an appropriate structure, clear goals, and a culture that allows people to point out problems and fix them.
If your intention is simply to make as much money as possible in as short a time as possible before the whole house of cards collapses then you get stuff like modern Boeing, which is arguably working exactly as intended. When you incentivise cutting every corner to make a buck, you can't be surprised when corners keep getting cut at the expense of everything that isn't profit. That's the system you've created.
It's why relying on pure profit as a corporate motivator is dangerous. In many industries there's a lag between making a profit and seeing any consequences for the actions you took to make that profit that is very, very exploitable.
I'm old enough to remember when corporations took a balanced view of the needs of all the stakeholders, customers, employees, stockholders and the wider community. They also knew that "strategic planning" wasn't limited to the next 90 day horizon.
My example is IBM in Australia, mid 1960s. They were pretty decent to the stakeholders, and during a significant economic downturn, made sure that they rode through it with no layoffs and a lot of reassurances that they lived up to.I'd like to hear your example of a large corporation that nails this, from any time period.
My example is IBM in Australia, mid 1960s. They were pretty decent to the stakeholders, and during a significant economic downturn, made sure that they rode through it with no layoffs and a lot of reassurances that they lived up to.
You make it sound like it's inevitable for any company over a certain size though, and I don't agree with that. That may well be functionally the case with the way that financial systems are structured in the US and in similar countries, although I sort of hope not because that would be a massive problem.I'm not sympathizing or advocating, I'm just explaining what's happening. You had blamed the McDonnel Douglas merger for Boeing's downfall, and to an extent I was agreeing with you. John Oliver complained about the culture at MDD winning out vs the culture of Boeing, but the corporate culture at MDD is what happens when you get big, so it was somewhat inevitable that after a huge merger like that Boeing's culture deteriorated.
It's not a matter of "if you can't do your job properly", so much as it is that corporations twist on themselves when they've reached a certain size. They're not going to stop and ask themselves whether they can do their job properly because their job shifts to being about, as you said, pumping up stock numbers. And the stock price is not based on good business practices in any way. It's not based on anything rational that actually helps corporations at all, it's based on the collective whims of millions of people, the headlines they read, and their bad sense about whether a particular corporate move is a good one.
As far as I'm aware, there are no good solutions for this problem. It is a problem though. Further, as the companies become black holes, they start sucking up good companies that are a good size and are doing good work in hopes of getting some kind of development and progress, and this is ultimately a bad move from a consumer standpoint.
Valve/Steam?I'd like to hear your example of a large corporation that nails this, from any time period.
Valve/Steam?
They have over $10 billion in annual revenue. Depends what measures of size you think are impactful on the management of a company.I did a quick google check to see how many employees they had and it looks like it's coming up with 1100. I'd call that a small company. It's somewhat arbitrary, but I have in mind somewhere around 100k employees as being "large".
They have over $10 billion in annual revenue. Depends what measures of size you think are impactful on the management of a company.
No, McDonald Douglas's culture is what happens when you're a **** company desperate for a takeover.but the corporate culture at MDD is what happens when you get big