Lucent Forum at Totaltele.com
03:11:27GMT, 12 February 2002
LT or the same All Employees, should see the company as a private company and not as a government company, benefits and bonus shold be given by merits and time tracking of all the marketing path, I mean contract signed, time to deliver, installation, etc. This had not happen just to LT but in case the telecomm. market needs to buy again more equiptment this is something not to forget to get good revenues in less time. "Some times little things can make happen big things". Luis Villars Ex-Local Customer Support, LT Honduras.
Luis Villars, ladvil@honduras.com
ex-LT-Customer Technical Support, Honduras, Telefonica Celular de Honduras
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09:13:22GMT, 25 January 2002
I dont think the company is doing enough for graduates they hire. They promise the world, but they dont deliver. Pat hopefully will see whats happening and organise the company more effectively, & for the future. I hope Pat does well, after hearing her on a All employee call yesterday, she sounds as if she can live up to the expectations.....& more! Its all in the proof of the Pudding.
Veemal Shingadia, veemal@another.com
Graduate Engineer, U.K., Lucent Technologies/LWS
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17:32:03GMT, 21 January 2002
The question remains: what kind of gum does Patricia Russo chew?
Gummy, Gummy@aol.com
King of Gum, United States, Wrigleys
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16:41:36GMT, 15 January 2002
Give Pat a chance. I retired from Lucent 2 years ago frustrated and tired of fighting the "play not to lose" management structure. Pat was never like that, she just ran into the old "boy's club" at the top. While heading our division (now AVAYA) she had supported a large number of innovative developments that would have positioned all of Lucent well in the future. She was constantly shot down by McGinn and the rest of the boy's club. Real change will come, however, if she can change the company from being "Bell Labs Innovation" driven (it's is on the flag as part of the logo for goodness sakes!)to business and profitablity driven. I wish her good luck. My options portfolio needs her help badly).
Gene Bragalone, gene@bragalone.com
Managing Director, USA, Elite Innovations
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12:25:14GMT, 15 January 2002
I think this a clear token of another bad move. Corporate culture, internal politics and lack of good leadership are the real issues Lucent has to tackle. Pat Russo won't be the change agent for this.
Sander Hayes,
ex-Lucent Business Developent Director, Netherlands, Dutch Mobile Operator
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05:14:59GMT, 15 January 2002
I left Lucent for a better opportunity before the market crashed and the stock price hit $7. The problem facing Lucent in its turnaround, are the ex AT&T folk who still call the shots. They grew up in a company that was the monopoly operator in the US. As such they have outdated views for the changing market place. Lucent in Europe is run by the Dutch from the ex Philips telecom which Lucent bought, again Philips was a monolithic giant which failed and had to be bought. If you keep shuffling the same old faces around and do not bring in new blood then how will you succeed in the long term?
Ex Lucent.,
Sales Director, NA, NA
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13:23:33GMT, 10 January 2002
I really belive it is another Lucent bad move. Shareholder can not be confident in a CEO that work before in the company, during a very bad time and showed no good results. Lucent keeps thinking as a sole world, the are trying to find the answers inside to their problems inside the Organization. Lucent really needs an outsider with a sucessfull record, that will give Wallstreet confidence again.
Julio Otalora, otalora@global.t-bird.edu
Country Manager, Colombia, Infonet
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12:32:19GMT, 09 January 2002
I believe that with Russo's comeback, besides all efforts were made by Henry Schacht and his exec board, allied with a new guidance towards the next gen networks and wireless, LU will be able to perform a never seen turnaround, and remain in the TOP as a solution provider to our customers.
Jose Mario Serra,
Wireless Prod Mgr, Brazil, Lucent
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11:13:44GMT, 09 January 2002
Does Lucent want to continue its European Business without keeping Jobs.
John Doe,
Sales & Marketing, France, LUCENT
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11:55:26GMT, 08 January 2002
I see positive things here. Schacht had to leave since he was an interim CEO. I think Pat Russo may show a good balance between new ideas-actions and the in-house knowledge that is needed.
alex,
chief engineer, spain, lucent
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11:43:45GMT, 08 January 2002
Lucent is good at giving it's Execs generous bonuses whether deserved or not, i.e. Debbie Hopkins, Rich McGinn, and more recently the retention bonuses of twice their salary etc. Meanwhile staff who have had no pay increases, bonuses or even valid promotions for at least 12 months are told that the company has to be cash positive before any bonuses could be re-introduced at the END of the financial year in question. Lucent will not complete their turnaround if they continue to treat their very hardworking staff in this way. I hope Russo comprehends this.
Jane Doe,
Disillusioned, UK, Lucent
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07:52:38GMT, 08 January 2002
It seemed to me 18 months or so ago, that she was fired. The news and letters all stated going for a better opportunity, but the fact was she was not really able to manage the books. It will be critical that she is able to make further decisions and planning that Schacht has done. Many are wondering what she is doing back and this will force her to prove herself by making just as tough of decisions in the next three months that Henry did in 2000-2001. I predict no change from her and a White Mouse of a CEO. The company needs further layoffs and refining of its product-focus on the market. She is not able to do this.
John Doe,
Project Manager, Germany, Lucent |
