- non existent product strategy, road map.
spends time pitching Neurons internally (supposed flagship product) but absolutely no one is selling or buying it. There is zero cohesion between the 3 different companies, and don't get me started on all the existing legacy products still being sold (for revenue of course) with staff having no idea how to support such engagements, the overwhelming priority is the sale/numbers.
This becomes painfully clear when one sits in on a session delivered by a product team exec,
Existing staff from each original product/company (Ivanti bought over Pulse Secure & Mobileiron) refuses to take on the other 2 products, and pay lip service rather than actually planning/executing a cohesive strategy to engage customers across all 3 product suites, internal politics is rife between the various teams. (see next point for the additional reason).
- resource/manpower management
with the acquisition of 2 companies, there is naturally staff attrition. however it seems there is no thought/care with regards to how this impacts partners/customers, existing engagements, etc. Existing staff are stuck fire-fighting 90% of the time, managing customer/prospect engagements with no idea how to move forward other than to de-qualify each engagement to reduce workload, or push this to the partners due to the lack of resources.
Sadly, execs/management refuse to acknowledge this and expect staff to manage as part of their daily job scope, even developing rules of engagement to push responsibility to partners.
- Back-end Ops/IT/Support's (lack of) competency
This is an organisation made up of back-end staff with SME level competency/proficiency. Staff have repeatedly screwed up the planning/execution of the integration of the 3 companies properly in the last 5 months, resulting in various extended periods of downtime in various backend systems, HR related issues, staff salary/commission issues, outstanding payment issues, crm systems, etc, the list goes on......5 months on and there are still issues.
Considering that Ivanti is expanding the company both organically/inorganically in the short/mid term (i.e. acquiring companies), this is obviously going to rumble on for some time....
- Staff retention
People are leaving in droves globally, across all 3 original companies, ironically these are same people whom Ivanti has chosen not to retrench as part of the acquisitions, which suggests this is not a localized issue but rather one that mid-exec/management level staff are not managing properly or just simply smoothing over w/o resolution. Or in the possible worst case, execs know and they don't care.
