Big East adds Tom Jernstedt as advisor

[ChicosBailBonds]

Not to go all Chicos, but I manage a $10 mil product business and I had a strategic plan in place 60 days into my role(there were all sorts of pieces all over the place from previous management) and grew the business 20% over the last 3 years.  I've done this sort of thing for 10 years...I know a thing or two about strategic plans, product development, and marketing as well as rolling out new products(We've launched 4 in the last 1.5 years).  It's not like I don't know what I'm talking about.

My point, which you want to take to extremes, is there is a basic level of delivery 4 months in that should be more than just having a sports league running and a crappy website.  I haven't seen that delivered.  How hard is it have an org chart up?  What if I'm a potential sponsor, who do I contact, Ackerman??  At no point am I calling for Ackerman's or anybodys ouster.  I'm willing to give them the year Sultan and Warriorchick suggest, it's perfectly reasonable.  However, it also entirely fair to say to date they have not delivered what should have been delivered a week prior to a new league go live.  Some of that is on the schools, some on Ackerman.

I showed you mine, how big is yours? 

One assumes you had some infrastructure in place to work with....clients, IT systems, etc.  In other words, you didn't arrive on the job day one, with absolutely zero other people and start the product, the strategy, the sales, etc.  A lot of that existed....not to sound like someone, but you didn't build that comes to mind.  Certainly you have taken it to another level, but there were things in place.

This is not the case for this conference.  While she was supposed to be creating that strategic plan, she also had to hire people, deal with 10 schools, deal with FOX, schedule championships, etc.  I think you guys really have no idea how shoe string these organizations are to begin with and then to make it so she and a skeleton crew is all she had, confirms it for me.   It was one of the reasons I got out of working directly in sports and went to the other side.  Whether it was at IU, MU, Angels, Ducks or any number of mates that are still doing that for teams, there is a lot of smoke and mirrors going on.  Skeleton crews, not like anything in the corporate big world.  You just can't compare them and I've been on both sides of the table on this stuff and lived it for a number of years.

[ChicosBailBonds]

Once again your lack of sophistication is showing. But you are correct on one point: it is not about Yahoo. It is about Yahoo's CEO who came into a directionless enterprise and energized it immediately. It is about leadership. Mayer is a leader. Ackerman is a bureaucrat. The Big East could have done much better in every way.

Yahoo certainly had a direction and many operating units within were doing just fine and would continue to do fine with or without Mayer being there.  I truly do not understand why you are making these comparisons.

Put another way, if Mayer had stepped into the situation that Ackerman has, what would have happened?  When's the last time Mayer had to start anything from scratch?  Would Mayer even know how to dial the phone without an assistant's help?

[ChicosBailBonds]

Strategic plans change, they are in the works all the time.  I'm responsible for over $3B in revenue, it's a huge arse number that keeps me up every night.  We have modified the strategies year over year, sometimes in a more fluid manner than that.  Strategies should hold you through unforeseen circumstances, but sometimes a strategic change is necessary.  Despite what I am in charge of and the growth over a $500M in the last four years, I had the ability to leverage existing assets.  I wasn't starting from scratch.  Customers existed.  Sales systems existed.  Partners existed.  Employees existed.  Now, many of those things I changed, but I wasn't starting from scratch and if I had died on the spot, some sales were still going to happen regardless.  There is an inertia with any business that exists to some extent, unless the business doesn't exist and you are starting from scratch, which is darn close to what she had to do.  Honestly, I don't like going to bat for her because she may be horrible, but I do not see how any comparison of her performance to existing entities is rational. 

A better comparison would be to compare her to a CEO that starts with nothing and has a startup and where they are 4 months later.

[keefe]

Yahoo certainly had a direction and many operating units within were doing just fine and would continue to do fine with or without Mayer being there.  I truly do not understand why you are making these comparisons.

Put another way, if Mayer had stepped into the situation that Ackerman has, what would have happened?  When's the last time Mayer had to start anything from scratch?  Would Mayer even know how to dial the phone without an assistant's help?

Again - it is not a comparison of companies. Rather, it is a comparison of leadership dynamics. Read my thoughts in another post.

And a good friend of mine reports to Mayer and is extremely impressed. She has made mistakes but overall has re-energized a dying company. When I was at PepsiCo CEO Wayne Calloway asked an audience of Strategic Planners to stand up if you had made a costly mistake in the past year. Relatively few stood but were rewarded on the spot by Calloway for their honesty and the fact they were pushing the outer edge of the envelope. Calloway chastised the gathering, saying that as planners we needed to take risks for that was the essence of intellectual vitality and corporate success. No mistakes signaled no risks, something Calloway knew was anathema to the Pepsi culture.

[keefe]

Strategic plans change, they are in the works all the time.  I'm responsible for over $3B in revenue, it's a huge arse number that keeps me up every night.  We have modified the strategies year over year, sometimes in a more fluid manner than that.  Strategies should hold you through unforeseen circumstances, but sometimes a strategic change is necessary.  Despite what I am in charge of and the growth over a $500M in the last four years, I had the ability to leverage existing assets.  I wasn't starting from scratch.  Customers existed.  Sales systems existed.  Partners existed.  Employees existed.  Now, many of those things I changed, but I wasn't starting from scratch and if I had died on the spot, some sales were still going to happen regardless.  There is an inertia with any business that exists to some extent, unless the business doesn't exist and you are starting from scratch, which is darn close to what she had to do.  Honestly, I don't like going to bat for her because she may be horrible, but I do not see how any comparison of her performance to existing entities is rational. 

A better comparison would be to compare her to a CEO that starts with nothing and has a startup and where they are 4 months later.

I am extremely disappointed in you. To suggest Ackerman "started with nothing" just dismissed 100 years of basketball tradition at Marquette, Georgetown, Villanova, et al... As one entrusted with senior executive responsibility you should know that her "nothing" in the cupboard was administrative. She was not hired to find offices or install an IT network. To suggest so makes me wonder about your strategic conceptualization.

The woman was handed the keys to a platinum asset - The Big East Conference. She knew she needed to build infrastructure but that is not why she was hired. My role at GE Cap was in the Venture Group - to find opportunities in which to invest the half trillion dollars ripping through the GE system. We often had to install infrastructure in investments but we spent zero time on that - and Val Ackerman should have not wasted a second on it either. The Big East, like GE, could easily outsource that administrivia.

Start thinking like an executive and not a bureaucrat!

[GGGG]

Start thinking like an executive and not a bureaucrat!

This reminds me....you have yet to answer my question.

[keefe]

This reminds me....you have yet to answer my question.

Oh, but I did. Read what I posted. If you wish to discuss I can PM my phone number and I can take you through the case studies that are highly relevant.

[GGGG]

Oh, but I did. Read what I posted. If you wish to discuss I can PM my phone number and I can take you through the case studies that are highly relevant.

Brew is right.  Brag, big words, etc.  But when people people ask you a specific question, you can't even answer it.

I specifically asked why you keep referring to Ackerman as a bureaucrat.  Not answered....three times now.  Lol.

[keefe]

Brew is right.  Brag, big words, etc.  But when people people ask you a specific question, you don't have the balls to actually answer it.

I specifically asked why you keep referring to Ackerman as a bureaucrat.  Not answered....three times now.  Lol.

And I answered it. Read my post. If you need further insight I am happy to speak with you. I am not sure if the curriculum at Indiana State University included case study but my answer is in that post. I provided ample detail. I know you prefer inarticulate sound bites, bluff and bluster.

 

[GGGG]

And I answered it. Read my post. If you need further insight I am happy to speak with you. I am not sure if the curriculum at Indiana State University included case study but my answer is in that post. I provided ample detail. I know you prefer inarticulate sound bites, bluff and bluster.  

NM....just putting you back on ignore...

[ChicosBailBonds]

I am extremely disappointed in you. To suggest Ackerman "started with nothing" just dismissed 100 years of basketball tradition at Marquette, Georgetown, Villanova, et al... As one entrusted with senior executive responsibility you should know that her "nothing" in the cupboard was administrative. She was not hired to find offices or install an IT network. To suggest so makes me wonder about your strategic conceptualization.

The woman was handed the keys to a platinum asset - The Big East Conference. She knew she needed to build infrastructure but that is not why she was hired. My role at GE Cap was in the Venture Group - to find opportunities in which to invest the half trillion dollars ripping through the GE system. We often had to install infrastructure in investments but we spent zero time on that - and Val Ackerman should have not wasted a second on it either. The Big East, like GE, could easily outsource that administrivia.

Start thinking like an executive and not a bureaucrat!

Actually, I think she was hired to do those things.  That's my point.  In the world you and I live in, the CEO wouldn't be caught dead having to track down office space, etc.  In this case, I think she had to do that very thing.  I understand your point entirely, but I think she actually has been asked to be both executive and bureaucrat, and that's the problem.    You are right, there is 100 years of tradition from these universities, but that doesn't come ready made and you just plug and play into a new conference.  One need to look at many other schools that have changed conferences to bear that out....the difference there, of course, is that the conference they moved to actually already existed.  I think back to the days of the creation of CUSA or the Great Midwest, a lot of this type of stuff going on, but that was during the days that the internet largely didn't exist and tv was not an issue.  It hid the ugliness of starting a conference....essentially from scratch (I'll give you the brand names of the individual teams, but it takes more than that).

While I agree with you that the Big East could outsource this stuff, I again go back to my roots at two athletic departments,  two major league franchises and 15 years working with teams and leagues....you would be amazed at how much of a shoestring these guys operate on and the jobs that these folks often have to do.  It isn't GE, or Yahoo, or anything of the sort.  They have huge brand recognition, but not the staffing, infrastructure, etc behind the curtain like other entities with equal brand recognition. 

[4everwarriors]

Anyone else overwhelmed to the point that you aren't even intelligent enough to chime in?
F*ckin', where you at in all this, chief?

[ZiggysFryBoy]

Anyone else overwhelmed to the point that you aren't even intelligent enough to chime in?
F*ckin', where you at in all this, chief?

time to make the donuts, bro.

[keefe]

Actually, I think she was hired to do those things.  That's my point.  In the world you and I live in, the CEO wouldn't be caught dead having to track down office space, etc.  In this case, I think she had to do that very thing.  I understand your point entirely, but I think she actually has been asked to be both executive and bureaucrat, and that's the problem.    You are right, there is 100 years of tradition from these universities, but that doesn't come ready made and you just plug and play into a new conference.  One need to look at many other schools that have changed conferences to bear that out....the difference there, of course, is that the conference they moved to actually already existed.  I think back to the days of the creation of CUSA or the Great Midwest, a lot of this type of stuff going on, but that was during the days that the internet largely didn't exist and tv was not an issue.  It hid the ugliness of starting a conference....essentially from scratch (I'll give you the brand names of the individual teams, but it takes more than that).

While I agree with you that the Big East could outsource this stuff, I again go back to my roots at two athletic departments,  two major league franchises and 15 years working with teams and leagues....you would be amazed at how much of a shoestring these guys operate on and the jobs that these folks often have to do.  It isn't GE, or Yahoo, or anything of the sort.  They have huge brand recognition, but not the staffing, infrastructure, etc behind the curtain like other entities with equal brand recognition. 

I admit to having zero experience in the wide world of sports. But if Ackerman was asked to address these foundational administrative issues as CEO then someone on the BE BoD needs to make some changes. And if I'm walking up and down Park Ave looking at office space as the Commish I am thinking being a direct report at the NBA is more prestigious.

I would argue this is not a start-up but actually a hybrid model comprising elements from spin-off, start-up, and restructuring models. But in no way should the CEO be doing anything other than strategic decision-making. GE and PepsiCo probably spend more on morning pastries than the operating budgets of some companies.

In the case of Ackerman, I would argue she still hasn't delivered as a CEO. In a separate post I articulated the continuum of activities that should have happened; looking for office space does not absolve her of said responsibilities. In my experience it would mean less sleep, missing dinners at home, and not reading bedtime stories to your kids. And like I said, part of her decision-making construct in taking the job was profiling the functions/action items then identifying people to address them. If she didn't delegate the mundane to minions then she is likely not right for a C-level role.

[ChicosBailBonds]

I have a feeling she is delegating just fine....assuming she had a budget to actually hire minions in the first place.  I suspect she has missed plenty of meals, less sleep, etc, to get this thing off the ground.  Whether she is a good C level executive, I don't know.  My guess is most C level executives would have trouble going into that role.

[real chili 83]

Wow, this is waaay too easy.

And a one, and a two, and a....

IN BEFORE THE LOCK!. 

[keefe]

I have a feeling she is delegating just fine....assuming she had a budget to actually hire minions in the first place.  I suspect she has missed plenty of meals, less sleep, etc, to get this thing off the ground.  Whether she is a good C level executive, I don't know.  My guess is most C level executives would have trouble going into that role.

I will give you that running a sports organization is a very different beast. But remember it was Pete Rozelle's genius as a Madison Avenue marketing expert that made the NFL what it is today. I have read how the Big East "reached outside" to recruit Ackerman. Witnessing her reign I do think we would have been better served if the Big East would have gotten a marketing genius from the corporate world a la Pete Rozelle.

[rocky_warrior]

time to make the donuts, bro.

So Tom Jernstedt likes donuts?  Or was that Val that likes donuts?  I'm confused. 

[Eldon]

So Tom Jernstedt likes donuts?  Or was that Val that likes donuts?  I'm confused. 

Both, but they're not sure which kind. 

Val spent the latter half of August searching for a daily donut provider.  Needless to say, they have yet to come to a conclusion.  Seton Hall's newspaper quotes her as saying "running through proposals from potential breakfast options for [Big East] staff has taken a toll on the day-to-day activities."  She was also quoted as saying that she plans to "spend the first week of September touring various Staples and OfficeDepots in Manhattan searching for requisite operational materials such as industrial-strengh binder clips."

[keefe]

NM....just putting you back on ignore...

Not sure which is more amusing - the petulance or the hubris.

[ZiggysFryBoy]

Not sure which is more amusing - the petulance or the hubris.

Flatulence is always amusing.

[mu03eng]

Strategic plans change, they are in the works all the time.  I'm responsible for over $3B in revenue, it's a huge arse number that keeps me up every night.  We have modified the strategies year over year, sometimes in a more fluid manner than that.  Strategies should hold you through unforeseen circumstances, but sometimes a strategic change is necessary.  Despite what I am in charge of and the growth over a $500M in the last four years, I had the ability to leverage existing assets.  I wasn't starting from scratch.  Customers existed.  Sales systems existed.  Partners existed.  Employees existed.  Now, many of those things I changed, but I wasn't starting from scratch and if I had died on the spot, some sales were still going to happen regardless.  There is an inertia with any business that exists to some extent, unless the business doesn't exist and you are starting from scratch, which is darn close to what she had to do.  Honestly, I don't like going to bat for her because she may be horrible, but I do not see how any comparison of her performance to existing entities is rational. 

A better comparison would be to compare her to a CEO that starts with nothing and has a startup and where they are 4 months later.

I don't disagree that she has significant head winds but to say she is starting from nothing is disingenuous.  She has assets: BEast brand, Fox contract, 10 university ADs and presidents with a very vested interest in success, contacts from her previous roles, and presumable existing relationships with corporate entities.  She has to know what her budget is and she should have had a plan and a requested budget to accomplish that plan prior to taking the job.

The critical shortage is employees, I will concede that, it does take some time to bring them in and get spun up.  That is why I don't think she should be fired and let's revisit this in the summer, but I definitely concerned we aren't trending in the right direction.  I also think there are some basic things that be done without a ton of employees via outsourcing that aren't being done.

[keefe]

I don't disagree that she has significant head winds but to say she is starting from nothing is disingenuous.  She has assets: BEast brand, Fox contract, 10 university ADs and presidents with a very vested interest in success, contacts from her previous roles, and presumable existing relationships with corporate entities.  She has to know what her budget is and she should have had a plan and a requested budget to accomplish that plan prior to taking the job.

The critical shortage is employees, I will concede that, it does take some time to bring them in and get spun up.  That is why I don't think she should be fired and let's revisit this in the summer, but I definitely concerned we aren't trending in the right direction.  I also think there are some basic things that be done without a ton of employees via outsourcing that aren't being done.

Engineer

Ackerman is guilty of uninspired leadership as well as failing to address the key deliverables vital to any restructuring/spin-off/launch. Her inability to recognize and accomplish these actions suggests she might not be the best fit for what should be an energizing assignment.

Her BoD should have told Akerman that not having organic staff to develop and deploy a Mar Comm program worthy of an impeccable brand was not an excuse. She should have been on the phone with Burson-Marsteller, ZAAZ, and SEOMoz on her very first day. Within one week those pros would have had the entire world thinking, talking and excited about The Big East. Instead we have nothing. Her default position seems to be to let FS1 do her brand management.

Some people cannot grasp the magnitude of her sins of omission. Frankly, my alma mater deserves better. I know my other alma maters would not accept such shoddy leadership from a steward of their brands. 

[Coleman]

Engineer

Ackerman is guilty of uninspired leadership as well as failing to address the key deliverables vital to any restructuring/spin-off/launch. Her inability to recognize and accomplish these actions suggests she might not be the best fit for what should be an energizing assignment.

Her BoD should have told Akerman that not having organic staff to develop and deploy a Mar Comm program worthy of an impeccable brand was not an excuse. She should have been on the phone with Burson-Marsteller, ZAAZ, and SEOMoz on her very first day. Within one week those pros would have had the entire world thinking, talking and excited about The Big East. Instead we have nothing. Her default position seems to be to let FS1 do her brand management.

Some people cannot grasp the magnitude of her sins of omission. Frankly, my alma mater deserves better. I know my other alma maters would not accept such shoddy leadership from a steward of their brands. 

Agree Keefe. Sins of omission.

[ZiggysFryBoy]

Engineer

Ackerman is guilty of uninspired leadership as well as failing to address the key deliverables vital to any restructuring/spin-off/launch. Her inability to recognize and accomplish these actions suggests she might not be the best fit for what should be an energizing assignment.

Her BoD should have told Akerman that not having organic staff to develop and deploy a Mar Comm program worthy of an impeccable brand was not an excuse. She should have been on the phone with Burson-Marsteller, ZAAZ, and SEOMoz on her very first day. Within one week those pros would have had the entire world thinking, talking and excited about The Big East. Instead we have nothing. Her default position seems to be to let FS1 do her brand management.

Some people cannot grasp the magnitude of her sins of omission. Frankly, my alma mater deserves better. I know my other alma maters would not accept such shoddy leadership from a steward of their brands. 

Zizzo group was available on the cheap too, brah.