Quite the legacy Mike Zafirovski has left behind. Granted, he arrived into an already disheveled mostly broken Nortel, but, he took the job on with some major promises.
“I’ll fix it – trust me.” Three years and a Six Sigma later, he’s made a mess. He leaves with a crappy legacy and many many many millions of dollars in his pocket. People make mistakes. Zafirovski made many. His first mistake was getting on the sinking ship thinking he could save it. The reality is, he tried to fix the business, but the culture still prevailed.
Nortel was destined for failure before Mike Zafirovski stepped in – he was too love struck to see it.
It’s a culture of arrogance. The “we’re the best” culture of arrogance was so pervasive it actually continues even until today. The fact is – and I’m speaking from an enterprise perspective – Nortel’s products are poor. Granted, they did at one time build an amazing product. The Norstar and Option 11 were the best pieces of telecom equipment during their time. That changed, at least from my perspective, with their BCM, Succession, and Passport products.
I know many people will disagree with what I’m saying, but, most of those people have never seen the other side. For those who have, they’ll probably agree.
When Mike Zafirovski arrived, he believed the arrogance. I’m sure he didn’t arrive with the attitude – it probably took some time for him to start believing what he was told. The fact is just because Nortel made it doesn’t mean it worked well. In fact, it didn’t. BCM, Succession, Passport. Those are the products I’ve seen. They don’t work very well. Overpromise and under deliver.
I could go on and on about system trays, bad MSC cards, hardware and software issues, and a PATCH PATCH PATCH “there’s a patch for that” – patched attitude that prevails. Customers bought into the mess, and Nortel continued selling it.
The culture of arrogance was so pervasive that the people that worked there didn’t see it – at least not until they left. And then, and only then, did they see the other side. The WE ARE NORTEL and WE CAN”T DO WRONG because we’re Nortel attitude – that’s hard to fix.
Now, I’m trying to figure out why anybody would want to buy the enterprise business. What on earth do they think they’re going to get ? It will be MANY millions to buy. That’s a lot of money. How will somebody make that back?
Maybe somebody will buy Nortel and keep the products intact – and try and fix it. The BCM, Succession – it doesn’t need fixing, it needs gutting. The name “NORTEL” is damaged from the last six months of their public relations nightmare. But there are existing customers who would be looking for upgrades, software support, maintenance … maybe there’s some value in that.
Avaya has been rumored to be interested in purchasing Nortel’s enterprise business. What could they possibly see in it? It’s certainly not for the engineering – that they’ll gut. Rip and replace. While there are many issues Avaya would need to consider when looking at Nortel’s enterprise business, it should be noted that Avaya had
been doing well in the enterprise market, and been successful in convincing a growing number of Nortel customers to switch suppliers.
Is there enough maintenance and upgrade dollars available to make back heavy price tag ? Most good dealers have taken on a secondary, and now alternate primary product line. Does it mean that much to keep this out of Cisco’s hands? Can they make their money back? Are there that many customers left?
It’s possible, with the right attitude!
Posted by TheTelecomBlog.com
Posted by TheTelecomBlog.com
Posted by TheTelecomBlog.com 
