On Thu, 5 Mar 2009, Rajko M. wrote:
10.1 is not an example of a crusty corporate structure that hates change. Its an example of a wrong decision taken for all the wrong reasons and learning from it. Really :-) Few individuals, not influenced by environment, brought wrong decision, but learned from consequences, end of story. Romantic picture that I haven't seen except in movies.
It's not just individuals that can learn, also organizations are able to learn. Both took place due to what happened that year.
The only way to make guys on upper floors aware of problems is when customers/users cry laud, or they order a survey.
This list is not quite complete. Think open door policies, skip level meetings, advisory boards, etc. At Novell we have all of these.
And, about decrusting, I can see some, otherwise I wouldn't care to comment, but there is still to strong focus on enterprise.
*** The main problem is that Novell has no product for small business and personal use. Many would go around and try to sell software, but offer is SLED or openSUSE. First expensive, second far from professional. There is nothing in between.
Somehow most concerns about our Enterprise products on this list are raised by non-Novell employees ;-), whereas AJ and me (and other colleagues) keep reemphasizing that making openSUSE as good and successful as possible is our primary objective here. The proposal regarding openSUSE release cycles is a good example, by the way. This is solely driven from an openSUSE perspective. Gerald -- Dr. Gerald Pfeifer E gp@novell.com SUSE Linux Products GmbH Director Product Management T +49(911)74053-0 HRB 16746 (AG Nuremberg) openSUSE/SUSE Linux Enterprise F +49(911)74053-483 GF: Markus Rex -- To unsubscribe, e-mail: opensuse-project+unsubscribe@opensuse.org For additional commands, e-mail: opensuse-project+help@opensuse.org