![]() Let growth follow revenue, versus the other way around.Ģ. Better to be slightly understaffed than at all overstaffed. Short-term profits make shareholders happy, but overhiring hurts everyone long term. For example, here are 3 simple ideas from my own simple brain:ġ. Are we just going to repeat this crazy cycle again? Have we learned anything?Īt minimum let’s plan growth more carefully. Still.)įor the love of Pete, please can we #bebetter? Once the economy stabilizes profitable companies will rush to rehire #recruiters they fired. (Yes, there are now other economic headwinds blowing - Ukraine, inflation, gas prices, etc, etc, etc. Now thousands of jobs are cut each week because we failed to predict e-commerce would crash when workers went back to the office. And who could have then predicted that overworking every employee in the US could cause The Great Attrition, right? This on the heels of every US employee nearly burning out in 2021 because no one predicted the pandemic keeping people at home would accelerate e-commerce. So far in 2023 we’ve laid off nearly *two Metas* in the tech sector alone, and it’s only March. But how can we have planned so badly that 153K+ tech industry employees (per ) have been #laidoff already in 2023? There were only 161K layoffs in tech *in all of 2022.* For context, #meta finished last year with ~86K global employees. For crying out tears, many companies can’t *track existing headcount*, let alone forecast demand. Yes, headcount forecasting is complicated. ![]() Small sample, but we didn't get the warm and fuzzies when the topic was mentioned to people that took pride in what they were providing (and built) during chit chat.Talent, Finance & Biz #leaders, please #bebetter. Was on an E class ship when the announcement was made. Meanwhile there were other retirements or layoffs / attrition proximate to LLP departure that probably also were partially due to their work about to be undone. The halo of an empowered crew first leads to happy passengers, elevated ship for everyone, influencer videos, impressions of what the Retreat should be, crew to passenger ratios, culture, design choices, whimsy, pricing that didn't become annoying while onboard, and so on, plus past positive experiences, that is what was selling the full ships of today. Meanwhile, all of the bookings and reputation is based on the LLP era. She was fortunate that they had arranged to fly in Captain Kate to the President's Cruise.Īs for the marketing, it's just one BS promo after the same, sliced a different way, while the overall price is inching up, insults and cutbacks are growing, and foot in mouth surveys will become the norm. She's not a hospitality person or marketer and it shows in the video from the President's Cruise and handling of all the changes. She was also based in Shanghai as vice president of market development. *Begun with Royal Caribbean Group in 2000 leading the fleet accessibility program for Royal Caribbean International and Celebrity Cruises, and she has since held several leadership roles within various areas of the business including hotel and marine operations, sales, marketing, product innovation and investor relations. She also spearheaded the modernization of 10 ships in four years as part of the Royal Amplified program – an investment of more than $1 billion and the design and construction of six new ships, including Spectrum of the Seas and Odyssey of the Seas. *Senior vice president of product development for Royal Caribbean International where she led the teams conceptualizing the largest global cruise line’s groundbreaking ships, private island destinations, and new experiences introduced throughout the award-winning fleet, including the first island in Royal Caribbean’s Perfect Day Island Collection – Perfect Day at CocoCay. Her portfolio also included the leadership of supply chain, travel services, port services, workplace solutions and real estate. *Executive vice president of shared services operations, responsible for Royal Caribbean Group’s safety, security and environment, risk management and crew movement teams. What you're seeing is a CFO becoming CEO after a disaster of a few years due to COVID. Sometimes the knee-jerk alterations work, more often they fail. Reminds me of many corporate environments when a new leader takes the helm and makes immediate changes (read: cost-cutting) without fully understanding the impact on daily operations and customer satisfaction.
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