Hello Joe,
> Scott. PMFJI. I'm sorry >>I want to learn...<<. Scott, it has to do
> with: 1) EXECUTION, 2) PERCEPTION, 3) DELIVERABLES, 4) RAPIDITY,
> and 5) VISIBILITY, 7) L-I-E-I-N-G!!!!
Uh ... what happened to #6? ;-)
No, I agree with you. I would say that doing these things improves the overall confidence in a company and the confidence leads to better value.
> That's ALL you need to understand. It REALLY "IS" --- "THAT
> SIMPLE". Until Novell "figures that out". Your company, your
> shareholder value, and your very existence, is and will remain ----
> "fragile", until it for the last YEAR!
I do see tremendous internal efforts to drive forward towards these goals. And I like what I see. (I know ... should'a happened last year or the year before ... )
> Regards, Joe...<over, and over, and OVER again> Scott, let me ask
> you something --- Do YOU think your Board of Directors are the
> right "fit" for leading your company into a turnaround?
Wow ... loaded question? ;-) Obviously this is an interesting question that puts me in an interesting position ... and you know that. ;-)
I will say that I have learned from people such as you, Paul and others that final accountability in any company rests with the board of directors. You don't have to convince me any more.
I also recognize that over the last five years Novell has wondered all over the map in trying to "find itself" and it was frustrating to me watching from the outside. I can attribute much of this to people who were employed by Novell in many positions that didn't seem to understand the business or the market. (Dare I say the evolution of the industry?) I can see that many of those people are now gone. But it did seem to take a new board member, Eric Schmidt, to make some decisions to cut ... and I really like what I've seen!
Scott C. Lemon |
