What’s Nortel Business Services?

You can't spell 'NBS' without 'BS'

Expecially since they deem it a “service”, i.e. “serving you, doing you a favor”

Oh, wait – as always, Wikis gots the answers:

“Service (of process): the delivery of a summons, complaint or other court petition”

How well could Nortel BS possibly handle

b) research and development engineering services
e) supply chain services, including inventory procurement on behalf of the
purchasers;
f) knowledge management services;
g) finance, accounting and accounts receivable collection services
h) real estate services

R&D idling right along, no parts or consumables to be found, a few instructional floppy disks from 1997, uh, flopping around….. balancing the books? cmon… fluorescent bulbs missing from ceiling fixtures, the fountains and ponds stale with mold and algae.

this is just to keep a few people salaries going thats all. makes it appear big, important and critical – standard nortel.

a) IT infrastructure and applications services;
mostly outsourced so what is NT doing here?

b) research and development engineering services;
business units bought part and parcel so what R&D?

c) human resource functions and transitional payroll services;
ok but cheaper to outsource than to NT. Companies are large enough to take over these functions.

d) order management and biling services;
maybe during transition. makes sense.

e) supply chain services, including inventory procurement on behalf of the
purchasers;
makes sense.

f) knowledge management services;
there is no more knowledge management. training is within the unitspurchased.

g) finance, accounting and accounts receivable collection services; and
fuzzy accounting

h) real estate services.
sure for the leases renewal

“After all, Nortel has more than 3,000 patents, and I’m sure it could aggressively start to protect its rights if proper compensation doesn’t happen.”

I am not sure about that.

Only a few hundred of these reiterated 3,000 patents are worth anything substantial, and those few hundred that are will expire, as technology changes quickly. They have little time to use them even in ultimatum if they could, like anything else they do.

I also believe any ultimatum for them might conflict with the terms of sale, and this is why they went to the courts looking for more money instead of the buyer.

Imagine defying the terms of sale to hold the buyer hostage in ultimatum for these expiring patents to pay themselves even more. Its is profoundly astounding they did just this to a point of a government inquiry they tried to avoid concerning no severances but bonuses. Bonuses, what got them into this mess to begin with, bonuses they kept, and bonuses they seek more of…any which way they can from fraud to after bankruptcy.

On the other untraditional extreme, what if all these funds were not needed. Could we expect ethical /honest Nortel to repay the difference, or can we be sure beyond all odds they would find a way to keep /spend it all, needed or not, in light of their past practices or competence foreseeing costs at best. =)

If they could hold the buyer hostage, why did they ask the court to reallocate another $100 million more, after already paying bonuses and raises post bankruptcy? Did they screw up on costs yet again?

These make work people for transitioning only cost than produce, something the acquirer could do in many cases, and perhaps they negotiated transferring these burdens in advance, like taking Hack for example.

Do they think they deserve more because their big business creditors will get more than anticipated, since they cut severances and ultimatumed pensions to do so.

It is astounding enough to have the gall to ask the courts for more money to burn, let alone the buyer, money they seek any way they can and as long as possible through delays or stall tactics, leaving patents to last, and with an army of lawyers, as the company vaporizes to keep on looting the corpse to the bitter end.

Nortel BS stands exactly for that, Nortel BS.

What really irks me is that the company is a shadow of its former self yet you have all this dead wood in CVAS running around trying to resurect sic-sigma projects.
When will the CVAss leaders realise we should be operating as startup not the slow heavy elephant that was Nortel.

If you take a peak through the USPTO you'll notice Nortel owns a fair number of the patents on Ethernet itself.

come on.

a) part of diligence process during aquisitions is to hand over everything EVERYTHING.

b) services for products discontinued maybe but mostly this is still done by the new org.

c) all docs are on intranets so what transition unless it is total chaos.

been in M&A stuff and this stinks. it is just keeping useless jobs going. some maybe critical but I doubt all 1500 are needed.

well all the business units acquired are still running like Nortel. so until management changes are made how can anyone expect anything different. this is bound to repeat with the same poor management with no different results. there is just someone else's top line to burn.

lol – the first thing they need is a seasoned multi-tiered management pyramid, which will introduce Six Sigma, etc. to streamline core processes the Right Way, etc. Oh, and, I dunno, maybe replace DMS with some ATCA.

December 18, 2009

Nsight Telservices will use TaquaWorks to replace the existing DMS 500 and for enhancing its IP applications.
“We have chosen Taqua because they are focused on converging wireline and wireless solutions,” Rob Riordan,of Nsight, said. “Our focus is to provide the most advanced voice, data and multimedia services to our customers across wireline and wireless networks. The Taqua 7000 flexible architecture allows us to simplify our network architecture and enable true network convergence by simultaneously providing services that our current legacy wireline TDM and IP equipment cannot,”

Saw this & think it makes the most fitting incentive bonus for NBS.

http://cgi.ebay.com/ws/eBayISAPI.dll?ViewItem&i…

What a hoot!

I somehow doubt that Erikkson and the other buyers see these as 'useless jobs'. They depend on these roles to continue for the next two years whilst they get all they they have purchased properly integrated.

Do you really think that Earnst and Young who control the company now) woudl have done this if it wasn't in the best interest of the creditors, for whom they effectively work now?

Not everything is a conspiracy. I'm all for Nortel bashing, but at least aim at the right area to bash, or it makes the whole board look silly.

Aye, we messed with them 2+ years ago. But Nortel typically needs a little more time to roll things out.

I would hope they're selling something, anything.

Only problem is if you don't have a job you can't afford the sign ;>(

This could be the start of an IT service business. If everyone does a good job assisting in the transitions, perhaps subsequent maintenance and service contracts could be entered into, this time on the client's dime. This would also be the right kind of management group to service the patent portfolio.

PS: Could have saved NT, instead!

They could not have saved NT.

Obama said injections were only a bandaid for short term support and not ongoing in this “bailout”.

Nortel lost money for a decade. Now after recently losing almost all of its profits (80-90% EBT in CDMA/wireless), it would not be fathomable to keep burning billions for nothing. No one could put this mess back together again than liquidate its losing parts.

You say you have been involved with M&A … really? Where you one of the janitors transferred to your new company? Or, where you a new grad?

In any case, iyou are making some pretty big assumptions. Only in clean acquistions, i.e. You purchase an entire company, does what you say above work. That's because you take the whole thing. If you M&A experience is with small to mid-size companies i.e. ones with less than 1000 people, you would probably form your opinion.

With the large multi-nationals, with integrated and matrix management models, that is a unrealistic assumption to make. In cases of spin off, there are many reasons why your logic would not apply. One, that very much applies in the Nortel context is the intellectual property splitting. It's not a simple matter of just looking up something on the Intranet. Since the purchaser did NOT buy the whole company, the due diligence would have made the assumption that a) Nortel is integrated b) products I purchase are integrated as well. This means that you would require all of these services to enable the split to happen.

1500 might seem like a large number, but that's actually only 5% of the Nortel workforce, which, if you went back through headcount numbers, would mean very small crews in each department. There would be about 30-40 departments. Each of those departments would most likely have a global view (since this is how Nortel internally is managed). So, having roughly 50-40 people in a department taking care of everything in AsiaPac, EMEA, CALA and NA makes sense.

Go back to your janitor's job

You say you have been involved with M&A … really? Where you one of the janitors transferred to your new company? Or, where you a new grad?

In any case, you are making some pretty big assumptions. Only in clean acquistions, i.e. You purchase an entire company, does what you say above work. That's because you take the whole thing. If your M&A experience is with small to mid-size companies i.e. ones with less than 1000 people, you would probably form your opinion based on that.

With the large multi-nationals, with integrated and matrix management models, that is a unrealistic assumption to make. In cases of spin off, there are many reasons why your logic would not apply. One, that very much applies in the Nortel context is the intellectual property splitting. It's not a simple matter of just looking up something on the Intranet. Since the purchaser did NOT buy the whole company, the due diligence would have made the assumption that a) Nortel is integrated b) products I purchase are integrated as well. This means that you would require all of these services to enable the split to happen. You would have to have a IT and knowledge management experts to help you split, like a firewall between the purchaser and purchasee.

1500 might seem like a large number, but that's actually only 5% of the previous Nortel workforce, which, if you went back through headcount numbers, would mean very small crews in each department. There would be about 30-40 departments in this 1500. Each of those departments would most likely have a global view (since this is how Nortel internally is managed). So, having roughly 50-40 people in a department taking care of everything in AsiaPac, EMEA, CALA and NA makes sense.

Go back to your janitor's job