netrashetty
Netra Shetty
Control Data Corporation (CDC) was a supercomputer firm. For most of the 1960s, it built the fastest computers in the world by far, only losing that crown in the 1970s after Seymour Cray left the company to found Cray Research, Inc. (CRI). CDC was one of the nine major United States computer companies through most of the 1960s; the others were IBM, Burroughs Corporation, DEC, NCR, General Electric, Honeywell, RCA, and UNIVAC. CDC was well known and highly regarded throughout the industry at one time.
CEO
Carlos Gonzalez Zabalegui
Chairman of the Board
Guillermo Gonzalez Nova
Vice Chairman of the Board
Jaime Gonzalez Nova
Director
Luis Felipe Gonzalez Zabaleg...
Director
Jose Ignacio Llano Gutierrez
Director
Fermin Sobero San Martin
Director
Raul Alvarado Herroz
Director
Javier Cantu Charles
Director
Elena Gonzalez de Guichard
Director
Pablo Gonzalez Guerra
Director
Santiago Garcia Garcia
CFO
Francisco Martinez de la Veg...
2
Secretary
Rodolfo Garcia Gomez de Para
* Everyone can see and manage their work as part of a whole, interconnected system, not a bunch of parts and pieces.
* People are trusted and treated as responsible, caring, and committed adults — which is how they then behave.
* A collection of small self-contained teams or business units are many times more flexible and responsive at meeting threats and capitalizing on opportunities.
* Ownership, commitment, energy, and passion levels are much higher.
* Everyone focuses on meeting customer/partner — not the internal bureaucracy's — needs.
* People have more control over their work. This replaces the vicious cycle of learned helplessness with a virtuous cycle of hopefulness and leadership.
* Bureaucratic committees become entrepreneurial teams.
* Feedback loops are much clearer, shorter and closer to the customer and markets.
Intense Customer and Market Focus — systems, structures, processes, and innovations are all aimed at and flow from the voices of the market and customers. Field people and hands-on senior managers drive the organization in daily contact with customers and partners.
Team-based — operational and improvement teams are used up, down, and across the organization. A multitude of operational teams manage whole systems or self-contained subsystems such as regions, branches, processes, and complete business units.
Highly autonomous and decentralized — dozens, hundreds, or thousands of mini-business units or businesses are created throughout a single company. Local teams adjust their company's product and service mix to suit their market and conditions. They also reconfigure the existing products and services or develop new experimental prototypes to meet customer/partner needs.
Servant-Leadership — senior managers provide strong Context and Focus (vision, values, and purpose) and strategic direction to guide and shape the organization. Very lean and keen head office management and staff serve the needs of those people doing the work that the customers actually care about and are willing to pay for. Support systems are designed to serve the servers and producers, not management and the bureaucracy.
Networks, Partnerships, and Alliances — organizational and departmental boundaries blur as teams reach out, in, or across to get the expertise, materials, capital, or other support they need to meet customer needs and develop new markets. Learning how to partner with other teams or organizations is fast becoming a critical performance skill.
Fewer and More Focused Staff Professionals — accountants, human resource professionals, improvement specialists, purchasing managers, engineers and designers, and the like are either in the midst of operational action as a member of an operational team, or they sell their services to a number of teams. Many teams are also purchasing some of this expertise from outside as needed.
CEO
Carlos Gonzalez Zabalegui
Chairman of the Board
Guillermo Gonzalez Nova
Vice Chairman of the Board
Jaime Gonzalez Nova
Director
Luis Felipe Gonzalez Zabaleg...
Director
Jose Ignacio Llano Gutierrez
Director
Fermin Sobero San Martin
Director
Raul Alvarado Herroz
Director
Javier Cantu Charles
Director
Elena Gonzalez de Guichard
Director
Pablo Gonzalez Guerra
Director
Santiago Garcia Garcia
CFO
Francisco Martinez de la Veg...
2
Secretary
Rodolfo Garcia Gomez de Para
* Everyone can see and manage their work as part of a whole, interconnected system, not a bunch of parts and pieces.
* People are trusted and treated as responsible, caring, and committed adults — which is how they then behave.
* A collection of small self-contained teams or business units are many times more flexible and responsive at meeting threats and capitalizing on opportunities.
* Ownership, commitment, energy, and passion levels are much higher.
* Everyone focuses on meeting customer/partner — not the internal bureaucracy's — needs.
* People have more control over their work. This replaces the vicious cycle of learned helplessness with a virtuous cycle of hopefulness and leadership.
* Bureaucratic committees become entrepreneurial teams.
* Feedback loops are much clearer, shorter and closer to the customer and markets.
Intense Customer and Market Focus — systems, structures, processes, and innovations are all aimed at and flow from the voices of the market and customers. Field people and hands-on senior managers drive the organization in daily contact with customers and partners.
Team-based — operational and improvement teams are used up, down, and across the organization. A multitude of operational teams manage whole systems or self-contained subsystems such as regions, branches, processes, and complete business units.
Highly autonomous and decentralized — dozens, hundreds, or thousands of mini-business units or businesses are created throughout a single company. Local teams adjust their company's product and service mix to suit their market and conditions. They also reconfigure the existing products and services or develop new experimental prototypes to meet customer/partner needs.
Servant-Leadership — senior managers provide strong Context and Focus (vision, values, and purpose) and strategic direction to guide and shape the organization. Very lean and keen head office management and staff serve the needs of those people doing the work that the customers actually care about and are willing to pay for. Support systems are designed to serve the servers and producers, not management and the bureaucracy.
Networks, Partnerships, and Alliances — organizational and departmental boundaries blur as teams reach out, in, or across to get the expertise, materials, capital, or other support they need to meet customer needs and develop new markets. Learning how to partner with other teams or organizations is fast becoming a critical performance skill.
Fewer and More Focused Staff Professionals — accountants, human resource professionals, improvement specialists, purchasing managers, engineers and designers, and the like are either in the midst of operational action as a member of an operational team, or they sell their services to a number of teams. Many teams are also purchasing some of this expertise from outside as needed.
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