Everyone is talking about the change and transformation that BNY Mellon needs because it is “stuck in the past”. I agree somewhat. What I resent about the proponents of the great aspiration for transformation is that they never say how they envision that transformation? In addition, they never see that everything has its positive and negative sides, its risks and opportunities.
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Here's my transformation plan. Fire every single member of the executive committee. Break up the company.
You want my vision for improving the company?
Sorry, but that level of contribution will cost the company more than a 1% merit increase that you have to wait several months for it to go into effect.
Please don't waste a reply suggesting that the pathetic increase was probably warranted. High achievers in my department got 2% or less and of course regret putting in the long hours and the bu-t kissing.
I stopped caring about the company a long time ago, and the number of people with the same attitude grows every day.
Same everywhere, not just BNY. The leaders come up with an idea, put funding on place (maybe) and get an outline and strategy, but don't really care about the implementation or negative impacts. I worked elsewhere and we were moving jobs to India, 5 months transition time was given, I suggested 5vyears was needed. Our department was only 8 years old, so it wasn't like we had great history. 8 years on I hear the local team still support India on complex matters, still get them out of holes, but hey a box was ticked, who cares about how ugly it all is.