AUGUST 24th - QANTAS
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The Decline in Qantas Service
Qantas CC once were all based in Australia.Now you have a LHR base and an Auckland base.Both bases are on lower wages and more difficult work conditions.They have no loyalty to Qantas and even less to Australia.The attitude is:see a bit of the world,party and shop.If you are a bit hung over onboard too bad for the pax.
In Sydney the CC have been essentially ostracized.You cannot visit operations for any reason.There is no service desk.The Base Operational Support desk is now operated by the newest and least experienced of CC.They are cheaper to have in this position than QAL CC.Over the last 10 years 1500 QAL CC have left either through attrition or VR.The customer service department is mangmed by people who have no clue whatsoever.The ExecutiveManger of CC does not have any qualifiacations for this position whatsoever.She is an angry person who puts "people on her radar"
Cabin Crew have had the service excellence micro managed out of them and a culture of petty reporting is now in place.The recruitment process is a farce and has been for at least ten years.The wrong people are continually employed because of nepotism.
The only base where the Qantas Service excellence survives is BNE.This base is continually at the top of Customer satisfaction surveys.No I do not live in BNE.Most of the Crew in this base were employed in the 70s and 80s.
Service on a Qantas international aircraft is now a lucky dip.So you might end up with a dud crew,an IFE that doesnt work,reading lights that don't work,a missing special meal and a delay due to an aircraft malfunction.The aircraft are aging and have not had major cabin refurb for 7 or 8 years.
Bundle this all together and you can see why travellers are opting for other carriers.
For me I've been an employee for 28 years and an Onboard Manager for 23 of those years.I can longer do my job effectively due to a lack of resources.My company issued Blackberry doesnt work in Japan because its not 3G .
There is currently a round of VR happening and I'm leaving.Dont get me wrong,I love my job and according to company generated feedback I do it well.I just can't make a difference anymore and its very clear to me that I am not the demographic they want working on their (QF)aircraft.I'm not alone.Many like me are leaving.Others will stay because they have changed their mindset and disregard management entirely.I've tried but I can't bring myself to not care.So rather than become a part of the problem I'm gone.
It makes me sad but I'm powerless to effect positive change and powerless to effect any behavioural change from a management who are in the main incompetent and dysfunctional
In Sydney the CC have been essentially ostracized.You cannot visit operations for any reason.There is no service desk.The Base Operational Support desk is now operated by the newest and least experienced of CC.They are cheaper to have in this position than QAL CC.Over the last 10 years 1500 QAL CC have left either through attrition or VR.The customer service department is mangmed by people who have no clue whatsoever.The ExecutiveManger of CC does not have any qualifiacations for this position whatsoever.She is an angry person who puts "people on her radar"
Cabin Crew have had the service excellence micro managed out of them and a culture of petty reporting is now in place.The recruitment process is a farce and has been for at least ten years.The wrong people are continually employed because of nepotism.
The only base where the Qantas Service excellence survives is BNE.This base is continually at the top of Customer satisfaction surveys.No I do not live in BNE.Most of the Crew in this base were employed in the 70s and 80s.
Service on a Qantas international aircraft is now a lucky dip.So you might end up with a dud crew,an IFE that doesnt work,reading lights that don't work,a missing special meal and a delay due to an aircraft malfunction.The aircraft are aging and have not had major cabin refurb for 7 or 8 years.
Bundle this all together and you can see why travellers are opting for other carriers.
For me I've been an employee for 28 years and an Onboard Manager for 23 of those years.I can longer do my job effectively due to a lack of resources.My company issued Blackberry doesnt work in Japan because its not 3G .
There is currently a round of VR happening and I'm leaving.Dont get me wrong,I love my job and according to company generated feedback I do it well.I just can't make a difference anymore and its very clear to me that I am not the demographic they want working on their (QF)aircraft.I'm not alone.Many like me are leaving.Others will stay because they have changed their mindset and disregard management entirely.I've tried but I can't bring myself to not care.So rather than become a part of the problem I'm gone.
It makes me sad but I'm powerless to effect positive change and powerless to effect any behavioural change from a management who are in the main incompetent and dysfunctional
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and to add to be the best premium airline
the reconfigured 747's coming online shortly have 4 flight attendants looking after 270 economy passengers. the worlds best premium airline?
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defcon4
Defcon4, I shake my head in dismay. Such a common story throughout. I wish you the very best for your future. For the record, the vast majority of CC on QF flts I have taken over the last 25 years have been excellent, never once poor. Never. 
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Back to the Future
Sent from New Zealand. Posted without comment.
It doesn't seemed to have dawned on many that the current strategy of Qantas has in effect neutered the thrust of the industrial pushes of both the engineers & the pilots.
Qantas management has made it abundantly clear that mainline will contract severely over the next few years. What this does is make any victory by the two associations, Pyrrhic. There is no point heading into PIA to get all red tail flying done under mainline T&C's if mainline flying, particularly international flying, is shrinking.
By starting a new Asian airline and consigning mainline to a slow death, they have bypassed the claims. Now whatever you think of The Plan, and I for one think it foolhardy and ill thought out, that is the current plan that the current management are embarking on.
This leaves (except for a lucky few at the top of the lists) only a few options left for mainline employees:
1. Change airlines,
2. Change careers,
3. Change The Plan by Government intervention, or,
4. Change Qantas management, and by default... The Plan.
Options 1 and 2 are personal choices that may need to be made by individuals on a case by case basis. Only the individual can know what choices are available for them.
Quite a few individuals are working on Option 3. In my experience however, it is the least likely to effect the change necessary. Never underestimate the capacity of large corporations like Qantas to get their way.
Option 4 looms as the wild card. I don't know whether or not the No-Confidence motions that will be put to the AGM will be successful, nor do I know if plans are afoot to attempt to vote down the remuneration packages and cause a Board spill. Either of these options may work but likely not due to the voting power of the major shareholders.
The voting power of the major shareholders however, is something that Qantas employees may need to be seeking to attain themselves. I believe plans are afoot for an employee buyout, and am starting to come around to the viewpoint that this may be the last best hope to rescue Qantas, and the majority of its Australian employees, from the ravages of The Plan.
Qantas employees need the ability for direct input into the running of the company. This may be the way to do this. This will not be a one way street however, and any major investor will demand efficiencies from the employees as a quid pro quo to supplying the necessary capital.
Doubtless that would still mean some job losses. Qantas employees will then need to weigh up the pros and cons.
If The Plan goes ahead in its current form then the next five years will see the end of the 767 fleet with no replacement, the decimation of the 747 fleet also with no replacement, and the stagnation of the A380 fleet at pretty much its current level.
The only growth in ANY fleet MAY come from the transfer of the nine A330's currently with Jestar, to mainline.
There are a little over 300 767 pilots and around 650 747 pilots. With a ballpark figure of 150 pilots to operate 9 747's, that is 800 pilots surplus to requirements, or around 700 pilots surplus if the A330's do come back to mainline.
So the best case scenario is 700 pilots out of a job by 2016. Many of the rest will be demoted.
If an employee buyout demanded efficiencies that put 150 pilots out of a job, but gave the remaining employees seats on the board, a new CEO and at least a new Chairman, plus a cut of the profit; to me it is a no brainer. However I am unlikely to be one of the pilots losing a job in that scenario.
This is going to come up in the very near future. All Qantas employees need to be fully aware of all the options and carefully consider the choices in front of them.
Qantas management has made it abundantly clear that mainline will contract severely over the next few years. What this does is make any victory by the two associations, Pyrrhic. There is no point heading into PIA to get all red tail flying done under mainline T&C's if mainline flying, particularly international flying, is shrinking.
By starting a new Asian airline and consigning mainline to a slow death, they have bypassed the claims. Now whatever you think of The Plan, and I for one think it foolhardy and ill thought out, that is the current plan that the current management are embarking on.
This leaves (except for a lucky few at the top of the lists) only a few options left for mainline employees:
1. Change airlines,
2. Change careers,
3. Change The Plan by Government intervention, or,
4. Change Qantas management, and by default... The Plan.
Options 1 and 2 are personal choices that may need to be made by individuals on a case by case basis. Only the individual can know what choices are available for them.
Quite a few individuals are working on Option 3. In my experience however, it is the least likely to effect the change necessary. Never underestimate the capacity of large corporations like Qantas to get their way.
Option 4 looms as the wild card. I don't know whether or not the No-Confidence motions that will be put to the AGM will be successful, nor do I know if plans are afoot to attempt to vote down the remuneration packages and cause a Board spill. Either of these options may work but likely not due to the voting power of the major shareholders.
The voting power of the major shareholders however, is something that Qantas employees may need to be seeking to attain themselves. I believe plans are afoot for an employee buyout, and am starting to come around to the viewpoint that this may be the last best hope to rescue Qantas, and the majority of its Australian employees, from the ravages of The Plan.
Qantas employees need the ability for direct input into the running of the company. This may be the way to do this. This will not be a one way street however, and any major investor will demand efficiencies from the employees as a quid pro quo to supplying the necessary capital.
Doubtless that would still mean some job losses. Qantas employees will then need to weigh up the pros and cons.
If The Plan goes ahead in its current form then the next five years will see the end of the 767 fleet with no replacement, the decimation of the 747 fleet also with no replacement, and the stagnation of the A380 fleet at pretty much its current level.
The only growth in ANY fleet MAY come from the transfer of the nine A330's currently with Jestar, to mainline.
There are a little over 300 767 pilots and around 650 747 pilots. With a ballpark figure of 150 pilots to operate 9 747's, that is 800 pilots surplus to requirements, or around 700 pilots surplus if the A330's do come back to mainline.
So the best case scenario is 700 pilots out of a job by 2016. Many of the rest will be demoted.
If an employee buyout demanded efficiencies that put 150 pilots out of a job, but gave the remaining employees seats on the board, a new CEO and at least a new Chairman, plus a cut of the profit; to me it is a no brainer. However I am unlikely to be one of the pilots losing a job in that scenario.
This is going to come up in the very near future. All Qantas employees need to be fully aware of all the options and carefully consider the choices in front of them.
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Well Defcon4, pretty much the same reasons as to why after 40 years in Line Maint I took VR.
I found that my experience, ability and interest in being a valued staff member meant sweet F all to the bonus driven management knob jockey's.
I have been retired for over 5 years and it still rankles me, I can't believe what the company is up to and believe me in spite of the media snow job I know that you guy's are on the right track.
I found that my experience, ability and interest in being a valued staff member meant sweet F all to the bonus driven management knob jockey's.
I have been retired for over 5 years and it still rankles me, I can't believe what the company is up to and believe me in spite of the media snow job I know that you guy's are on the right track.
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Defcon4, I shake my head in dismay. Such a common story throughout. I wish you the very best for your future. For the record, the vast majority of CC on QF flts I have taken over the last 25 years have been excellent, never once poor. Never.
.
I'm cabin crew for almost 25 years and sadly have to agree too with everything that DEFCON4 has written.
He's leaving. I plan on being around to turn off the light when it's all over.
He's leaving. I plan on being around to turn off the light when it's all over.
After reading Defcon4's comment it is obvious that Qantas is going to end up as a brand name of some other international group, probably Singapore Airlines.
If I were Qantas right now, I would be hoarding cash, getting out of Asia, rolling Jetstar into mainline, bringing maintenance back on shore as fast as I can, hiring Australians, refurbishing what aircraft I have and cutting management numbers to the bone.
The reason I say this is because the global financial crisis is far from over and the worst is yet to come. Europe has enough money to bail itself out despite the grumblings of the Germans. However, there is not enough money in the world to bail out America.
When this crisis finally hits, as it must this Spring, it will have catastrophic effects on the demand for air travel. I don't know which overseas airlines and MRO's are going to survive. The entire Qantas business strategy is far too complicated to withstand major cost increases in dealing internationally with suppliers, nor the uncertainty associated with a major contraction of available credit and higher interest rates that must happen.
To put that another way, the cascading effect of collapsing Banks and financial institutions will put various businesses out of operation overnight, and no one can predict which ones will be hit or when. Try telling the receiver who is liquidating some Asian MRO that the engines and bits all over his hangar floor belong to you and that you want your aircraft back in flyable condition right now and see how far you get.
I could literally see a situation where no credit is available and a QF 747 has to carry cash or gold to pay for its fuel and landing charges as they arise.
As for Australian Labour costs? When the rest of the GFC hits, labour costs will no longer be an issue.
In my own case, I'm praying that I can get out of the stock market in the next few weeks. I'm stuck in it at the moment for legal reasons you don't wish to know about.
If I were Qantas right now, I would be hoarding cash, getting out of Asia, rolling Jetstar into mainline, bringing maintenance back on shore as fast as I can, hiring Australians, refurbishing what aircraft I have and cutting management numbers to the bone.
The reason I say this is because the global financial crisis is far from over and the worst is yet to come. Europe has enough money to bail itself out despite the grumblings of the Germans. However, there is not enough money in the world to bail out America.
When this crisis finally hits, as it must this Spring, it will have catastrophic effects on the demand for air travel. I don't know which overseas airlines and MRO's are going to survive. The entire Qantas business strategy is far too complicated to withstand major cost increases in dealing internationally with suppliers, nor the uncertainty associated with a major contraction of available credit and higher interest rates that must happen.
To put that another way, the cascading effect of collapsing Banks and financial institutions will put various businesses out of operation overnight, and no one can predict which ones will be hit or when. Try telling the receiver who is liquidating some Asian MRO that the engines and bits all over his hangar floor belong to you and that you want your aircraft back in flyable condition right now and see how far you get.
I could literally see a situation where no credit is available and a QF 747 has to carry cash or gold to pay for its fuel and landing charges as they arise.
As for Australian Labour costs? When the rest of the GFC hits, labour costs will no longer be an issue.
In my own case, I'm praying that I can get out of the stock market in the next few weeks. I'm stuck in it at the moment for legal reasons you don't wish to know about.
Nice job at fear mongering there Sunfish. Whether there will be a recession or not I don't know but it seems like everyone here in Oz is doing their best to talk themselves into it.
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It can happen here too...
I seem to recall that when AN went south there was a 737 in BNE undergoing a 'D' check. That a/c was eventually parted out and scrapped.
I seem to recall that when AN went south there was a 737 in BNE undergoing a 'D' check. That a/c was eventually parted out and scrapped.
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Defcon4,
Good luck in your new path. Unfortunately for you and other QAL staff this is exactly what management want you all to do, minimize their salary base. Effectively get rid of the 'old wood' as it were and get all F/A's to be on Quokka incomes. Look at Tiger, they have a projected 'life expectancy' as it were for their f/a's, you don't think management here have a figure in this disposable world we live in?
So in one way, the Q staff voting Quokka conditions in showed the company that yes people will work for less. They gave you a few thousand to say thanks and the rot began. Expect a B scale to do the same for Mainline Pilots.
The same has began throughout the company, baggage handlers, catering and paper pushing jobs at QCC, offer less money and people still come, maybe it's the staff travel 'perk' that keeps them coming???
This whole 'planets colliding' time is intended to cause everyone to strike, get the public offside and cause a massive rout.
So far I don't think it is going to plan for them.
Good luck in your new path. Unfortunately for you and other QAL staff this is exactly what management want you all to do, minimize their salary base. Effectively get rid of the 'old wood' as it were and get all F/A's to be on Quokka incomes. Look at Tiger, they have a projected 'life expectancy' as it were for their f/a's, you don't think management here have a figure in this disposable world we live in?
So in one way, the Q staff voting Quokka conditions in showed the company that yes people will work for less. They gave you a few thousand to say thanks and the rot began. Expect a B scale to do the same for Mainline Pilots.
The same has began throughout the company, baggage handlers, catering and paper pushing jobs at QCC, offer less money and people still come, maybe it's the staff travel 'perk' that keeps them coming???
This whole 'planets colliding' time is intended to cause everyone to strike, get the public offside and cause a massive rout.
So far I don't think it is going to plan for them.
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Mr.Chow
under the previous governments work choices, QF had BKK/ AKL/LHR bases setup and running at very low rates for cabin crew(my understanding is that AKL have not had an EBA for 15 month now). Quokka's was part of a carrot put in front of a 5 year EBA to get the mohicans onside. it worked. not much left to bargain with in the next EBA.
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Succeeding during Change
Just stumbled upon this piece of sheer literary brilliance -whilst sitting on the can reading the latest issue of QF-(no) News !
Don't know about any one here......BUT -I haven't moved out of the second stage yet and I have NO intention as I'm outta here in 4 weeks.
But really and truly -who writes this crap. Do they really think we are going to accept this ****e from whoever wrote this... as an insight
Like DEFCON....I have had a gutful of all the lies ,spin and assorted bullying that pervades this place. Yes....it was once a great place to be.
For me....I'm skipping straight to the last phase of change:
I accept that things will NEVER be the same as when we had it so good.
Customers were called passengers.
Safety was always front and centre
Service came with a smile and was uniquely Australian.
Sadly......Shareholders, Spin and Corporate Greed now rule.
Its now a race to the bottom.
How does change affect us?
Many people go through a number of stages as they try to cope with a major change—be it at work or moving house.
These stages are:
■■ a loss phase—feeling empty, sad, often not
wanting to let go of how things were;
■■ an emotional phase—feelings of anger,
regret, excitement;
■■ an exploration phase—we start to explore
what the change will mean, test if it works
for us;
and ■■ an acceptance and commitment phase—the
start of moving on, embracing new ways of being.
Many people go through a number of stages as they try to cope with a major change—be it at work or moving house.
These stages are:
■■ a loss phase—feeling empty, sad, often not
wanting to let go of how things were;
■■ an emotional phase—feelings of anger,
regret, excitement;
■■ an exploration phase—we start to explore
what the change will mean, test if it works
for us;
and ■■ an acceptance and commitment phase—the
start of moving on, embracing new ways of being.
But really and truly -who writes this crap. Do they really think we are going to accept this ****e from whoever wrote this... as an insight
Like DEFCON....I have had a gutful of all the lies ,spin and assorted bullying that pervades this place. Yes....it was once a great place to be.
For me....I'm skipping straight to the last phase of change:
■■ an acceptance and commitment phase—the
start of moving on, embracing new ways of being.
start of moving on, embracing new ways of being.
Customers were called passengers.
Safety was always front and centre
Service came with a smile and was uniquely Australian.
Sadly......Shareholders, Spin and Corporate Greed now rule.
Its now a race to the bottom.
Duxnuts, it ain't "fear mongering" you had better hope that (a) The European central bank reaches agreement with Germany about the issuance of Eurobonds and (b) The American "Super Congress" Committee can make meaningful expenditure cuts in the American budget and (c) Obama gets his job creationplan through Congress.
(a) WIll protect Europe and the Euro.
Without(b) and (c) America goes into a vicious economic death spiral as attempts to cut budget deficits cost more jobs, which reduces Federal tax revenue, which makes it necessary for more budget cuts.
When that happens, America ends up defaulting on foreign debt and the international banking system implodes since no bank can safely lend to any other bank because they don't know their exposure to American debt.
When that happens, international trade becomes problematic because the lines of credit will be withdrawn - and that affects Airlines a lot because of their huge cash flows and international exposure. To put that another way, what happens to the ICAO clearing house in Montreal??????
(a) WIll protect Europe and the Euro.
Without(b) and (c) America goes into a vicious economic death spiral as attempts to cut budget deficits cost more jobs, which reduces Federal tax revenue, which makes it necessary for more budget cuts.
When that happens, America ends up defaulting on foreign debt and the international banking system implodes since no bank can safely lend to any other bank because they don't know their exposure to American debt.
When that happens, international trade becomes problematic because the lines of credit will be withdrawn - and that affects Airlines a lot because of their huge cash flows and international exposure. To put that another way, what happens to the ICAO clearing house in Montreal??????
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The Kicker
These nimrods now find themselves in a bind with numbers.
Many of those who are keen to get out of the place have been told that no definite exit date is available.
The reason....wait for it......they are short of Crew....in particular Supervisors.
They have been short of CSS for at least 4 years!!!So why didnt they promote to address the shortfall?
Incompetent buffoons!
Many of those who are keen to get out of the place have been told that no definite exit date is available.
The reason....wait for it......they are short of Crew....in particular Supervisors.
They have been short of CSS for at least 4 years!!!So why didnt they promote to address the shortfall?
Incompetent buffoons!
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Stubby, that sounds like a bastardization of the 'five stages of grief' theory with some dodgy corporate spin added.
From: Coping with Grief and Loss: Support for Grieving and Bereavement
"Are there stages of grief? In 1969, psychiatrist Elisabeth Kübler-Ross introduced what became known as the “five stages of grief.” These stages of grief were based on her studies of the feelings of patients facing terminal illness, but many people have generalized them to other types of negative life changes and losses, such as the death of a loved one or a break-up.
The five stages of grief:
She probably didn't intend them to be turned into trite Dilbertisms either, but you get that.
Good luck to you, Defcon 4 and others with your future plans.
From: Coping with Grief and Loss: Support for Grieving and Bereavement
"Are there stages of grief? In 1969, psychiatrist Elisabeth Kübler-Ross introduced what became known as the “five stages of grief.” These stages of grief were based on her studies of the feelings of patients facing terminal illness, but many people have generalized them to other types of negative life changes and losses, such as the death of a loved one or a break-up.
The five stages of grief:
- Denial: “This can’t be happening to me.”
- Anger: “Why is this happening? Who is to blame?”
- Bargaining: “Make this not happen, and in return I will ____.”
- Depression: “I’m too sad to do anything.”
- Acceptance: “I’m at peace with what happened.”
She probably didn't intend them to be turned into trite Dilbertisms either, but you get that.
Good luck to you, Defcon 4 and others with your future plans.
Last edited by Worrals in the wilds; 19th Sep 2011 at 08:42.
Defcon4, your experience mirrors one i had in the Information technology business. Luckily for me I observed it almost as an outsider since I was a manager at this company, and not a very good or experienced on at that.
Let me tell you a story..........
The company was running real time operational systems for a wide variety of clients. These systems were "life critical". The systems mostly ran on big mainframes and were written in COBOL. Now bear with me for a minute.......
One of the Directors was a technology freak - a real Geek. His house was totally networked and he lived and breathed technology. Anyway, after seeing too many smoke and mirrors presentations at computer shows around the world - big expensive presentations like banquets where golden microprocessors suddenly appear as if by magic out of carved ice table decorations when you are on your Third glass of Moet and suchlike, this genius decided that Digital Vax computers were the way of the future. Further junkets, presentations, expensive banquets and hot and cold running women convinced him that object oriented programming was also the way of the future.
So this idiot succumbed to marketing pressure and convinced his fellow Directors that Digital Equipment Corporation computers and Object Oriented Programming was the way of the future. They would be vastly cheaper to run and more importantly less people would be required to maintain and extend the systems. The Directors bought this attractive idea. This had immediate effects:
(1) Now there were a lot of experienced IT professionals who knew that there was no way Digitals light weight computers could handle the processing loads required of the company and clients life critical real time systems.
However the Directors decided that anybody who tried to argue with the decision or question the assumptions was branded as an "enemy" and was either sidelined if they were essential staff or fired if they were not.
This was how Sunfish got a senior management job at the company - they literally told me that my lack of experience was valuable! I was not "infected" with the old ways of thinking, therefore I could try and make the new way work! My ignorance was my strength! I was conceited enough to believe it. I didn't know that the task was impossible.
(2) All the mainframe computers and software that ran all the life critical real time systems day to day, and had done for years were immediately branded Legacy systems - not part of the great new future of the company.
All the old experienced COBOL programmers were immediately labeled Legacy staff. Most of them were well over Forty years old with at least Twenty years COBOL programming experience.
...And of course since they were a "Legacy" they were expected to just fade away. There would be no investment in new equipment for legacy systems. There would be no training for legacy people. The COBOL programmers were literally told that they were "too old" to learn or understand the exciting new concepts of the world of Object Oriented Programming (eg. Inheritance, persistence, etc. etc.)
The Legacy staff were also told that their work habits and practices were archaic - these were the things that allowed them to build quality, absolutely bullet proof, computer programs.
So what did the company do next? Well, it hired Sunfish as a manager of systems integration - something which he knew absolutely nothing about. The company then hired dozens and dozens of bright young computer science graduates who had no experience. These kids were then expensively trained in objected oriented computer languages for months at company expense.
The company then spent tens of millions on consultants. We had business process re engineering teams, corporate culture rebalancing advisors, software architects who charged Tens of Thousand of Dollars a week to produce intellectual constructs or schemas. All staff including me were sent on Seven day live in neurolinguistic communication courses at very nice conference centres - because geeks don't talk to each other very well.
We had workshops, conferences, facilitation meetings, roll outs, buy ins and every other sort of corporate junket you can imagine - all arranged and delivered by very expensive consultants. I was just principled enough to forgo invitations to at least three extravagant world tours to attend conferences arranged by the computer and software vendors.
Dozens and dozens of very fancy Digital Equipment Corporation computers were purchased and millions in networking hardware etc. etc. The company specifically instructed that no Intel or IBM machines were to be pruchased even if they were a quarter of the price. UNIX was also absolutely totally verboten.
Meanwhile all the legacy programmers were keeping the legacy systems running as best they could. They didn't get any of the expensive training or perks did they? They were not part of the bright new future.
Now about this time, after watching Forty million dollars get p1ssed against the wall, I left the company, and thank God I did. Let me tell you what happened next;
The you beaut object oriented programs running on the super duper Digital Equipment Computers failed spectacularly to deliver. The software was full of bugs and the hardware couldn't cope with even a fraction of the Four million transactions a day we were handling.
There was no cure. The stuff couldn't be fixed or rewritten because it was all done exactly the way the consultants told the company to do it.
The consultants ran away overseas. Digital Equipment Corporation went broke. The bright young staff, all very good looking beautiful people, took their expensive training and found other jobs. They could see the company was heading for a train wreck. The Directors had bet the farm on a failed technology, failed programming languages and failed business concepts.
..And all the time what was left of the legacy programmers kept the mainframes purring along..
The company was "acquired" at a bargain price by EDS or some such. The Directors and senior staff were "let go". The investors lost their money.
And guess who remained? The legacy staff - COBOL programmers and the big Fujistu mainframes. Just about that time the spectre of "year 2000" arose in the computer industry. The COBOL programmers - "dinosaurs" "Legacy staff", "Too Old", "Wedded to the past", were suddenly in great demand. They updated all the old programs then were contracted out to deal with all the other systems around the country. The old mainframes and COBOL systems are still running.
One of those COBOL programmers made enough money to retire out of year 2000. In 2001 he bought land near Heathcote in Victoria and established a winery. I drop in to buy a few bottles every now and again. He does pretty well.
So now you know where this horse**** about "Legacy" people and practices comes from - an industry populated with very expensively paid bull**** artists.
Good luck with China and the 787 Alan.
http://www.qantas.com.au/infodetail/...tWineGuide.pdf
Let me tell you a story..........
The company was running real time operational systems for a wide variety of clients. These systems were "life critical". The systems mostly ran on big mainframes and were written in COBOL. Now bear with me for a minute.......
One of the Directors was a technology freak - a real Geek. His house was totally networked and he lived and breathed technology. Anyway, after seeing too many smoke and mirrors presentations at computer shows around the world - big expensive presentations like banquets where golden microprocessors suddenly appear as if by magic out of carved ice table decorations when you are on your Third glass of Moet and suchlike, this genius decided that Digital Vax computers were the way of the future. Further junkets, presentations, expensive banquets and hot and cold running women convinced him that object oriented programming was also the way of the future.
So this idiot succumbed to marketing pressure and convinced his fellow Directors that Digital Equipment Corporation computers and Object Oriented Programming was the way of the future. They would be vastly cheaper to run and more importantly less people would be required to maintain and extend the systems. The Directors bought this attractive idea. This had immediate effects:
(1) Now there were a lot of experienced IT professionals who knew that there was no way Digitals light weight computers could handle the processing loads required of the company and clients life critical real time systems.
However the Directors decided that anybody who tried to argue with the decision or question the assumptions was branded as an "enemy" and was either sidelined if they were essential staff or fired if they were not.
This was how Sunfish got a senior management job at the company - they literally told me that my lack of experience was valuable! I was not "infected" with the old ways of thinking, therefore I could try and make the new way work! My ignorance was my strength! I was conceited enough to believe it. I didn't know that the task was impossible.
(2) All the mainframe computers and software that ran all the life critical real time systems day to day, and had done for years were immediately branded Legacy systems - not part of the great new future of the company.
All the old experienced COBOL programmers were immediately labeled Legacy staff. Most of them were well over Forty years old with at least Twenty years COBOL programming experience.
...And of course since they were a "Legacy" they were expected to just fade away. There would be no investment in new equipment for legacy systems. There would be no training for legacy people. The COBOL programmers were literally told that they were "too old" to learn or understand the exciting new concepts of the world of Object Oriented Programming (eg. Inheritance, persistence, etc. etc.)
The Legacy staff were also told that their work habits and practices were archaic - these were the things that allowed them to build quality, absolutely bullet proof, computer programs.
So what did the company do next? Well, it hired Sunfish as a manager of systems integration - something which he knew absolutely nothing about. The company then hired dozens and dozens of bright young computer science graduates who had no experience. These kids were then expensively trained in objected oriented computer languages for months at company expense.
The company then spent tens of millions on consultants. We had business process re engineering teams, corporate culture rebalancing advisors, software architects who charged Tens of Thousand of Dollars a week to produce intellectual constructs or schemas. All staff including me were sent on Seven day live in neurolinguistic communication courses at very nice conference centres - because geeks don't talk to each other very well.
We had workshops, conferences, facilitation meetings, roll outs, buy ins and every other sort of corporate junket you can imagine - all arranged and delivered by very expensive consultants. I was just principled enough to forgo invitations to at least three extravagant world tours to attend conferences arranged by the computer and software vendors.
Dozens and dozens of very fancy Digital Equipment Corporation computers were purchased and millions in networking hardware etc. etc. The company specifically instructed that no Intel or IBM machines were to be pruchased even if they were a quarter of the price. UNIX was also absolutely totally verboten.
Meanwhile all the legacy programmers were keeping the legacy systems running as best they could. They didn't get any of the expensive training or perks did they? They were not part of the bright new future.
Now about this time, after watching Forty million dollars get p1ssed against the wall, I left the company, and thank God I did. Let me tell you what happened next;
The you beaut object oriented programs running on the super duper Digital Equipment Computers failed spectacularly to deliver. The software was full of bugs and the hardware couldn't cope with even a fraction of the Four million transactions a day we were handling.
There was no cure. The stuff couldn't be fixed or rewritten because it was all done exactly the way the consultants told the company to do it.
The consultants ran away overseas. Digital Equipment Corporation went broke. The bright young staff, all very good looking beautiful people, took their expensive training and found other jobs. They could see the company was heading for a train wreck. The Directors had bet the farm on a failed technology, failed programming languages and failed business concepts.
..And all the time what was left of the legacy programmers kept the mainframes purring along..
The company was "acquired" at a bargain price by EDS or some such. The Directors and senior staff were "let go". The investors lost their money.
And guess who remained? The legacy staff - COBOL programmers and the big Fujistu mainframes. Just about that time the spectre of "year 2000" arose in the computer industry. The COBOL programmers - "dinosaurs" "Legacy staff", "Too Old", "Wedded to the past", were suddenly in great demand. They updated all the old programs then were contracted out to deal with all the other systems around the country. The old mainframes and COBOL systems are still running.
One of those COBOL programmers made enough money to retire out of year 2000. In 2001 he bought land near Heathcote in Victoria and established a winery. I drop in to buy a few bottles every now and again. He does pretty well.
So now you know where this horse**** about "Legacy" people and practices comes from - an industry populated with very expensively paid bull**** artists.
Good luck with China and the 787 Alan.
For many years now, the Qantas Wine Panel has navigated its way through our wine regions to seek out benchmark wines that tell the story of Australia. Whether it be a semillon from the Hunter Valley, or a luscious Coonawarra cab sav, the wines onboard will reflect what is going on in our vineyards and wineries.
As I’m sure you will realise, it is not possible to carry all of the wines mentioned in this guide on your flight, but a selection of drops, which will complement chef Neil Perry’s menu (page 9), has been chosen for you to enjoy. We urge you to raise a glass, explore our regional wines and keep the Qantas Inflight Guide
As I’m sure you will realise, it is not possible to carry all of the wines mentioned in this guide on your flight, but a selection of drops, which will complement chef Neil Perry’s menu (page 9), has been chosen for you to enjoy. We urge you to raise a glass, explore our regional wines and keep the Qantas Inflight Guide
http://www.qantas.com.au/infodetail/...tWineGuide.pdf
Last edited by Sunfish; 18th Sep 2011 at 22:14.
