There is a Talent problem. There are far too many musical chairs.
Why is that a problem?
You cannot execute strategy when personnel shift that much, just as strategy cannot be established when executives churn. ou cannot execute on strategy when people are missing or replaced midstream.
The company looks unstable.
The talent drain has also resulted in a domain knowledge drain. Quite frankly that means they don’t where things are and how things have been done to keep things working. It isn’t well documented, especially fiber maps.
It also means that customers can’t get simple things done like MACs without a lot of heavy lifting.
Understandably with the volume of M&A activity we have witnessed just in the last two years, there will be a lot of musical chairs, but it is even more than that. Partners see it in the channel with CM/PMs coming and going, which some will say has always been the case. It seems they are jumping around more often and faster (the stint at a new company is shorter).
I don’t have an answer for it. It makes me wonder about the underpinnings of quite a few organizations when the people keep rotating in and out. It also makes me wonder about the long term viability of certain companies because no ship turns on a dime. Any strategy takes time to take hold, be executed and demonstrate results. We aren’t giving some orgs the necessary time.