BC BUSINESS
Saved by @jay_millerjay

Lunchtime update from the Grenfell Tower Inquiry:

President of Arconic's French arm accepts customers were 'deliberately and dishonestly misled' over fire classification of cladding panels, as he is asked about email saying failed fire test must be kept 'VERY CONFIDENTIAL'

 The most interesting point of this morning's evidence came right at the end of the session when Claude Schmidt was grilled about an email his colleague Claude Wehrle sent regarding the serious failure of polyethylene-cored ACM panels when bent into a cassette form in March 2010
Remember: Arconic in 2004/5 tested its ACM PE panel when bent into cassette and when bolted to a wall with rivets. The cassette version failed spectacularly, burning 10 times as fast. But Arconic dismissed this as a 'rogue result' and drew no distinction in its marketing...
... simply presenting the panel as a 'Class B' (the rating for the rivetted panel, and the required standard for many European countries). Skip forward to 2010, and this email chain.
Mr Wehrle, the firm's senior technical member of staff is told about a trend in Spain and Portugal where clients are demanding more fire resistant panels, and warned that with this type of panel "our prices are no longer in the market"
Mr Wehrle responds saying that he thinks this is because of the difference between cassette and riveted testing, notes that Reynobond PE in cassette doesn't obtain a Class B and says this should be kept "VERY CONFIDENTIAL!!!"
Millett, inquiry counsel, asks Schmidt: If Claude Wehrle genuinely believed the test on cassette to be a rogue result, he would have said so in this email? Yes
Asks if, in fact, Arconic knew cassette was not a Class B? Reading this email, yes, says Schmidt
"Do you accept that Arconic through Mr Wehrle knew that architects, designers, construction professionals were being misled by the claimed fire classification for cassette?"
"Yes."
"Do you accept that Arconic was deliberately and dishonestly misleading its customers about the claimed fire performance for the cassette variant of Reynobond PE 55?"
Long pause
"Well, in any case, regarding the B classification, I mean according to the Euro norm... yes"
A further email up the chain shows Wehrle's line manager Guy Scheidecker saying "this shouldn't even have been mentioned". Schmidt asked if this was ever reported to him. "No, I don't think so," he says.
"You would remember wouldn't you if you were told Arconic was perpertrating a deceit on it's customers. You would have remembered something like that, wouldn't you?"
"In theory, yes," says Schmidt.
Schmidt says he cannot explain how Scheidecker was "in on this" but he was not. Says he hasn't seen the emails before.

Much more discussed this morn, and I'll have a fuller report at the end of the day, but this felt like the most significant exchange.
(Note to any news editors who happen to be reading this thread: we've seen these emails before, it's Schmidt's answers about them that are the new bit)

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the product manager is responsible for the product's success...

simple. But....wait....

1/n There are many $ successful products that are terrible for humans (both inside/outside a company). Is that success?

2/n Conversely, what about "great products" that end up being "not successful" ?

Did the product manager do their job? Where does their role begin and end?

3/n Success over the lifespan of the product? next quarter? until they leave? while company exists?

There are many ways that short term success can come at the expense of mid/long term impact

4/n Success can mean very different things depending on the stage of the company, and the maturity of the product.

In an early startup, company/product are inexorably linked. In a more established company "the product" may be one of a dozen bets, most which will fail.

5/n What if a company has very low product aspirations?

What if it doesn't believe that their products can be a source of differentiated, sustainable mid/long term growth?

Is the role responsible for success *insofar as success is defined*? Something else? Who decides/defines?
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It's endlessly fascinating how economic datapoints get interpreted.

When I was in charge of a P&L, the guy who ran Finance for us and I had what we called the 'shelf plan.'

There were maybe 3-4 of us who knew it existed.

What's a shelf plan?
1/

Well it's a plan you keep on the shelf (full FP&A model), that you hope you never have to use.

It reduces forward hires, cuts back various line items (typically ad spend, travel, that sort of thing).

Oh, it also has a big fat RIF in there.

That's why we don't talk about it.
2/

Why have a plan instead of winging it?

Because this is where companies (particularly young companies) sometimes err. They do little cuts - 2-3% here and there, preserving as much headcount as they can, that sort of thing.

This is incorrect.
3/

If you're at the point where you need to make material changes to your forward P&L, at 2-3% RIF will be followed by another.

And another.

And this series of progressive cuts will cripple morale, incrementally reducing the productivity of the staff you retain to survive.
4/

And so the shelf plan cuts deep.

Your goal is to go from being a peacetime machine to a wartime machine, so you gotta lean out quick. Can't do that without a plan, hence the need to have one.

~30% cut is what you need.

And then you need to tell everyone left they're safe.
5/
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I wonder how much came from the

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@SeekMastery
11 controversial lessons I learned from my father on running a small business.

While these lessons are not the gold standard.
At times I've seen these to be true.

A Thread.⤵️


1. If you're going to run a business start from the bottom and work your way up.

Knowing how everything works from the bottom up is key to managing properly.

Or in his words, no one can bullshit you when you know what it takes..

2. If you want something done right you have to do it yourself.

Obviously you can't do everything yourself. You have to be in charge of following up constantly to make sure it gets done, and done right.

3. Don't buy anything you can't pay for.

Taking out loans is okay if the work is there to pay it back. The last thing you want is for work to slow down and you'll be stuck with a lease bill.

4. There are three stories. Your story, their story, and the truth somewhere in the middle.

When disputes and rumors start going around. Get all parties involved together to narrow down the truth.
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Andrew Finn
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@finnscave
Young, early stage founder asked for any hiring thoughts - figured worth sharing with the twitter-verse if they can be helpful.

1a) Make people do the work they are going to do for you during the interview process.

1b) People talking about work and experience is basically useless, except to evaluate whether this job "makes sense" for someone at this stage of their life - do the dots connect or not? If you can convince people to do a contract project for a month first, even better.

2) Optimize for IQ/horsepower. Talent overruns experience in like 3-6 months and never looks back. If you love someone, but they are missing a skill, you're better off getting them to learn it than hiring someone more skilled but with less upside.

3) Optimize for low drama and ease to work with, in all ways. You want people who just want to get shit done and enjoy themselves, not people who want to bring their personal drama into the workplace.

4) People who went to the best state school in the state they are from, and were overqualified for that school, tend to be undervalued and have a great low ego/high execution/high IQ ratio. They have ivy league brains with middle class values.
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