To: David Montgomery who wrote (8061 ) 5/13/2000 9:27:00 PM From: dwayanu Respond to of 9068
David:It's interesting to know that about higher management ... that they're actually more aware than middle / lower management. Just my opinion, my conclusions from a career in software development in companies ranging from Dilbertesque to freeform creativity. At any given point in time, every individual company is differently managed/cultured/educated, and anecdotes abound to support any desired conclusion.I've always had the feeling that the higher management was just hoping and praying that someone would get things straightened out. Well, I would say that higher management is by definition made up of very intelligent survivors of the corporate process, most of the time anyway. And yet they certainly often do things which appear to us to be dumb. I think that's because they are balancing a very complex set of priorities and motivations, far more than we can see, such as trying to look good without sticking their necks out too far, conforming to the CEO's vision and guidance regardless of their beliefs, padding their resumes, empire building, and sucking up to major shareholders. All in addition to the more straightforward business questions. The degree to which this may be true varies from company to company, with younger agressive companies tending to have fewer such conflicts and a more unified approach to the business of doing business (say, an EMC or Cisco or Paradyne), and with older larger companies being worse (AT&T, NCR, and Blue Cross BS of NY in my experience). Where this applies to Citrix in very broad terms is that IMO Citrix will sell well when the benefits that Citrix technology offers are aligned with the survival motivations of higher management. The more pain a company is in from business concerns (eg competition, economy), and the more higher management is motivated to take risks (for personal survival/advancement or agressive business reasons), then the more likely that the Citrix benefits will be seen as a useful tactic by some high executive with enough power to actually get ICAR implemented. - Dway