Dear Tracie: What exactly is “the nature of the path we’ve charted going forward”? And: Do you really talk like that?

by Alan Mairson on January 23, 2013 33 Comments

Also: If our Society is “on the right [technology] path,” then why fire the guy who spent the past five years getting us there?

Stavros Hilaris Linkedin

From our Society’s intranet (via our growing staff of Society Matters reporters):

Tracie Winbigler, EVP and chief financial officer, has announced that Stavros Hilaris, chief technology officer, will leave National Geographic at the end of the month.



Tracie Winbigler NGS CFO

Tracie Winbigler

Tracie outlined the leadership change in a memo to NGST staff this morning:

 “After much discussion and review, and given the nature of the path we’ve charted going forward, Stavros and I have agreed that the time is right for him to move on. We are grateful for his service and contributions over the course of the past five years, and wish him well in his next chapter.”

The search for Stavros’ successor begins immediately; Tracie will assume the role of acting chief technology officer in the interim.

In an all-hands meeting with NGST staff Wednesday afternoon, Tracie took questions and discussed the change in more detail. She thanked the Technology group for their significant work in helping the organization accomplish its Mission 2015 goals.

Tracie also underlined that, during this change of leadership, she will do everything possible to ensure a sense of stability for the Technology group and the organization.

“It is business as usual for the Technology group. We are on the right path, and we will stay in lockstep with the business and our clients in helping them to execute their goals.”

Tracie will work closely alongside her team to deliver strategic plans and with product and business owners to provide the required support during the transition period. The Executive Technology Governance Board (ETGB), chaired by Tracie, will continue with its mandate to harmonize technology initiatives across the enterprise.

  • Guest

    Tracie should have to do what other divisions are forced to do — hire untrained, free interns for three months and then start all over.

    • http://societymatters.org/ Alan Mairson

      An intern as CTO?? Hmmm… that’s crazy enough that it just might work!

      • T. Flynn

        Alan, this was the comment I was referring to. No division is “forced” to hire untrained free interns. It’s untruths and hyperbolic statements like this from your “growing group of informants” that make it difficult to have real discussions. Sad thing is that you believe most of what you’re told regardless of its accuracy.

        • http://societymatters.org/ Alan Mairson

          T – I give pretty free rein to commenters here, and don’t fact check what they share. However, anything I post I usually get independent confirmation from another source. … If you find anything in my posts that’s inaccurate, please don’t hesitate to let me know.

  • Joe Smith

    I am just so happy to be out of corp-world where they speak corp-speak and act like corp-robots. It’s a hindrance to doing actual business and being human. Mission or not, working at NGS is just like any corp.

    • http://societymatters.org/ Alan Mairson

      I can’t quite figure why people write that way. Because she certainly doesn’t talk that way… or does she?

  • Guest2

    “Win Big”-ler? Seriously?

    • http://societymatters.org/ Alan Mairson

      Coming soon: Tom Winbiggerler & Judy Winbiggestler.

  • bob

    Seemed like a nice enough guy but, like a lot of tech people I’ve met, he pushed the technology he thought was best; didn’t necessarily listen to his clients’ needs.

    • http://societymatters.org/ Alan Mairson

      Maybe that’s the Steve Jobs Effect: Leaders who think they know better than their customers / clients re: what’s really needed or wanted. As countless people have pointed out: the iPhone was not the result of a focus group.

      That said, I understand your point, although I don’t know if you’re right in the case of Mr. Hilaris. To me, you can have a CTO leading the tech charge, or you can have a CTO catering scrupulously to internal needs. But someone has to have a broad vision of where the troops are supposed to be charging. And I don’t hear that, or see it, or read it. And Mission 2015 provides few, if any, answers.

      It’s also worth remembering this: Mr. Hilaris worked at NGS for 5 years, no doubt serving John Fahey’s vision (such as it is). If Ms. Winbigler’s arrival means that John has changed directions (again), then you can’t blame Stavros… but I guess you can fire him.

      Thanks for your comment, Bob… and for stopping by.

      • bob

        Or you could fire him for spending millions on a system that doesn’t come close to meeting the needs of his clients. Just another possibility.

        • http://societymatters.org/ Alan Mairson

          Sounds like you know what happened. So… what did Mr Hilaris buy that was of no use to his clients? … Any details you can share are more than welcome — assuming, of course, the details are true.

          • bob

            I’ll let others fill in the details; they should be easy enough to get. My point was just that sometimes people just don’t fulfill well the jobs they are asked to do.

          • http://societymatters.org/ Alan Mairson

            Very true. The question is: What did John Fahey ask Mr Hilaris to do?

          • T. Flynn

            Or sometimes the organization changes and certain structures, positions, and people no longer fit. There are a lot of changes both at the Geographic and more widely as it concerns technology (the average CTO is in their position four to five years). So this could simply reflect that reality.

  • T. Flynn

    Really enjoying reading how far off you and your “growing” group of informants are with the goings on at the Geographic. Divisions “forced” to hire interns, that’s laughable. Alan you don’t work here anymore do why would anyone tell you what the strategies are? And thankfully so.

    • http://societymatters.org/ Alan Mairson

      Well, T, I’m not sure what you mean. Where did I say anything about divisions “forced” to hire interns? I don’t recall saying anything of the sort.

      Re: “growing group” — yes, I’ve heard from far more staffers this year than I have in any past year. Practically all the information arrives unsolicited. Why do you think that is?

      Re: strategies — I don’t mind if John Fahey doesn’t explain his strategy to me. But he speaks to virtually no one outside the building about what’s happening inside. He gives virtually no interviews, nor does any other NGS executive. And I think that’s very odd, especially for a 501(c)3 organization that is practically a public trust.

      And let’s be honest: You’ve seen some details of Mission 2015. Does it give you a sense of confidence that the executive team in the ship’s wheelhouse knows where we’re going?

      Thanks for your note… and for stopping by.

      • T. Flynn

        Many 501(c)3 organizations do not share their strategies publicly and many don’t talk to the press either. You may wish things were done differently but they are not.

        I think what you underestimate most on this blog is actually how difficult it is to evolve an organization. You act as though things can change over night, but you should know this is not the case.

        If you’re being honest with your readers, many of the “informants” you praise are some of the very ones that don’t want the organization to change nor are they helping it do so. As you point out the Geographic will have to evolve or it will die.

        That means everyone needs to be involved. I wish you would ask them what they are doing to change things. Instead you give them a pass. Like the comment above, why didn’t you ask what division is forced to hire interns?

        • Guest

          What else would you call it when executive management won’t sign off on new hires, so a division has no other alternative than to “hire” interns? If execs won’t allow for new, full-time, permanent staff, one is “forced” to hire interns.

          Take a look at the job board and see how many intern positions are up there. Years ago, that wasn’t the case. I am aware of only one official internship program that started in about 1980. Now, so many divisions have internships (for academic credit mainly), it’s sad.

          • T. Flynn

            Really, that’s your rational for making such a bombastic statement.

            Yes, the Geographic is now more open to allowing internships across different divisions. Academic credit internships are common practice and is meant to help undergraduate and graduate students supplement academic efforts with real world work experiences.

            Heaven forbid we give back. That we help educate and excite a new generation of workers by showing them the diversity of options at an organization such as ours. What is truly sad, is that you do not realize the impact these experiences can have on these hard working kids.

            As for executive management not signing off on new hires, that’s not entirely true since we are bringing on new positions and talent. So clearly if the need is justified there is no hesitation to do so. Does there need to be restraint as it comes to finances, yes. So divisions should be prudent with their requests.

            Not knowing your division it is impossible for us to know whether this is an example of restraint or maleficence.

          • http://societymatters.org/ Alan Mairson

            T. Flynn – It’s wonderful that NGS gives hard-working young people an opportunity to come aboard and contribute their skills and insights while they learn about publishing, media, and storytelling from some world-class professionals. “Giving back” is a good & noble thing to do.

            That said, you must admit there are an inordinate number of such “opportunities” available these days at NGS. The job board is indeed overflowing with intern openings. Why do you think we’re “giving back” far more aggressively today than we did, say, ten years ago? Why did we suddenly get the Giving Bug?

          • T. Flynn

            Internships are based on the academic calendar, which includes Spring Semesters or Winter and Spring Quarters, depending on the institution. You’ll notice that the 9 internship notices are for Spring 2013, some groups are still recruiting for later start dates.

            Finally, I would not admit that there are an “inordinate” nor an “overflowing” amount of internships; 9 out of the 41 positions. The major difference between now and the “80′s” is there are new divisions and positions available for potential internship opportunities.

            Plus the practice of academic internships have grown during this period as well. Now more companies, universities, and even high schools are offering these experiences. The fact of the matter is that we should actually improve our internship program to reflect these changes.

          • http://societymatters.org/ Alan Mairson

            So 22 percent of all positions now available at NGS are internships. Sound pretty high to me. … What would YOU consider a high percentage? 40 percent? 70 percent? higher?

            If the major difference between now and the ’80s is, as you say, the “new divisions” — that is, the growth of the Society — then we should be able to assume that the percentage of internships has remained the same. Which would mean that back in 1985, 22 percent of all available jobs at NGS were internships. Is that what you think the job board looked like in 1985? I don’t.

            I do agree we should improve our internship program. Really ramp it up & offer young people more opportunities. I’m thinking maybe an Executive Vice President internship program, where a bright MBA student might serve as director of, say, NG Communications for six months. Not only would we be “giving back,” but the Society would also enjoy huge cost savings by not having to pay the current EVP of Communications.

            What do you think, T? Are we together on this? :-)

          • T. Flynn

            Hopefully the smiley face indicates that your entire reply is a joke.

          • http://societymatters.org/ Alan Mairson

            I’m not sure which section of my message is the antecedent of the smiley face. But I am still wondering what you’d consider an inordinate percentage of internship postings — and why that percentage would, in your opinion, be inordinate.

          • T. Flynn

            Your premise assumes that internships have some correlation to real staffing needs. Alan, I simply disagree with the premise and know that this is not the case in many divisions across the Geographic. Though admittedly I cannot speak for every division and if there are managers that are using the system in a exploitive manner, that is problematic.

          • http://societymatters.org/ Alan Mairson

            T – Are interns doing real work that benefits our Society? Or are they doing busy work that doesn’t really need to be done?

          • bob

            This discussion appears to have disintegrated into an argument over interns, which would seem to me to be a very small point indeed. Harking back to the comments about Fahey’s breakfasts and the NG Connect – I see them both as a waste of time and/or money. I could not spend an hour every Friday listening to a web cast, nor do I see the NG Connect device as an overpriced means of sending out news that could also be delivered by mass employee email. Not that internal information sharing is unimportant, but the old Insider did the same job as the new one and without the million dollar investment.

            As to utilizing the 5 million members of the Society to create something better – it really is a ridiculous suggestion. I’m pretty sure that crowd-sourced news has already come and gone as an unworkable idea. How many people and how much money would it take to glean anything useful if even ten percent of the membership contacted NGS on an annual basis?

          • http://societymatters.org/ Alan Mairson

            Bob, The intern issue may be a small one, but it’s symptomatic of a bigger one: the shrinking pool of money available to pay a staff which I assume John Fahey would like to be world class.

            Re: Fahey’s Friday breakfasts (are they still on Friday) — they’re a great idea, and have enormous potential. But as I said earlier, they’re about managing perceptions, not about creating any new realities at NGS. … Re the webcast — I bet you’d find time to watch if there was something actually worth watching.

            Re: mass email — I remember serving on one of the Inside NGS redesign committees. I think it was around the time that management for the Insider moved from the Library to Communications. In other words: Less about information exchange, and more about intra-marketing. An good intranet is worth more than a million dollars IF it actually facilitates lateral communication among employees. Does it?

            Re: your comment that “utilizing the 5 million members of the Society to create something better – it really is a ridiculous suggestion” — I disagree. It’s a great suggestion. What other publication has the scale, the reach, the integrity, the trust to actually reach out to its members and say: Let’s do something new together.

            And that doesn’t simply mean “crowdsourced news.” It means asking questions such as: What could we do if we put our members front and center? What could we achieve if we made them our top, our only priority? What are the values that bind this community together? What do we want this organization to look like in 15 years? What could we all accomplish together that we could not accomplish alone?

            Are those questions being asked at headquarters? If so, what sorts of answers are you hearing? If not, why not?

          • bob

            The members like the Magazine for what it is – a source of solid, trustworthy, well illustrated information on topics not covered in other media and an organization with a mission to continue to uncover the mysteries of our planet. That is why we’ve been able to hold onto as many subscribers as we have. Those that don’t would likely want the Magazine to became more of a tabloid or the Society to become an advocate for some specific cause. (Certainly in your day you read the comments generated by Magazine articles.)
            What we need to do is to find the best ways to deliver the content that we do – and have done – so well over the years.

            As for internal communication, I simply want to be kept informed in a timely fashion. If there is a gathering that interests me, then I can attend. If I have an idea to pass along, I can easily find the person to send it to. Both without the expense or the time suck of an expanded intranet or weekly chats or tweets.

          • http://societymatters.org/ Alan Mairson

            The members may like the Magazine for what it is, but as each day passes, that crowd is dwindling away.

            As for “those that don’t” like NGM for what it is — I think the choices extend far beyond “tabloid” or “advocacy.” And if you think the challenge is “to deliver the content that we do — and have done — so well over the years” — well, we’ll have to agree to disagree. Finding creative ways of putting cheetah pictures on a iPhone will not fix what ails NGS.

            Re: internal communication — you’re talking about having an idea and sharing it with the appropriate people. I’m talking about cultivating a conversation — with staff, with members, with potential members — about where NGS is going, and where NGS should be going. Intranets can be valuable tools for such a discussion, but only if the corporate culture encourages open debate. Until you remove the fear that inevitably infects a company that faces serious financial challenges, you won’t have a conversation; you’ll just have people who keep their heads down and their mouths shut. People won’t be imagining a brighter future together; they’ll simply be praying they still have a job come Monday.

          • DClover

            Comments about internship programs and NGS wanting “to give back”: First, it is somewhat interesting to note that the blossoming of the internship program at NG seems to have coincided with the bad economy. There were very few internship programs until three or four years ago. Since the downturn in the economy, staff has been let go and budgets slashed. There have been more and more divisions using interns. What alternative do managers have? Work still has to get done. Second, in my experience, I’ve never heard management and HR say that the internship program at NG is an opportunity for the Society “to give back.” Every once in a while, I do hear management say that the internship program is a good experience for the intern; however, it is often used as an afterthought. Third, just because other companies across the country use interns doesn’t mean NGS has to. Fourth, I think Alan made a valid point — if NGS is all about “giving back,” why not have an MBA intern at an executive level to give him/her real-world experience? Fifth, depending on what time of the year one looks at the NGS job board, one will find varying percentages of job openings for interns. Currently, it appears that 38 percent of the jobs on the board are for internships (“apprenticeship” and “trainee” positions have also been posted from time to time). (As indicated in a response by Alan, “If the major difference between now and the ’80s is, as you say, the ‘new divisions’ — that is, the growth of the Society — then we should be able to assume that the percentage of internships has remained the same. Which would mean that back in 1985, 22 percent of all available jobs at NGS were internships. Is that what you think the job board looked like in 1985? I don’t.”) Additionally, is each internship position for one person only or could there be more than one opening per position? Lastly, I know for a fact that, in at least some divisions, interns are doing real work and that, in my opinion, is what they should be doing (with guidance). They shouldn’t be getting coffee, etc. Don’t get me wrong, I think the internship program is a wonderful idea. Interns learn valuable educational and professional experiences; however, when an internship is used as a replacement for hiring staff, that is a problem.

        • http://societymatters.org/ Alan Mairson

          T. Flynn – I have no doubt that it’s incredibly difficult to “evolve an organization.” I believe the challenge facing John Fahey is an enormous one, and it’s a challenge he’s been confronting for more than 15 years. Whatever is going to save NGS will take years, if not decades, to fully implement. So please don’t think that I think this is a simple job.

          And I agree that “everyone needs to be involved.” Executives, staff, members, the Board — everyone. Yet everyone is not involved. Decisions and planning are made behind closed doors, while most of the committee work — the task forces, the staff recommendations, etc. — are largely cosmetic.

          Let me give you a concrete example. Let’s assume that John Fahey really wanted his Friday staff breakfasts to be a way to share ideas, communicate, build new connections, and “involve everyone.” If so, then John would webcast every single breakfast to at least the staff. That way, each breakfast discussion could build on the previous one, and new ground could be broken, and new ideas could be disseminated and discussed. But see, that’s not the goal of the breakfasts. The goal of the breakfasts is to create the perception that John is an accessible CEO who listens and who cares. And maybe he does. But the fact is, week after week after week, John answers the same questions, over and over and over again. And that’s okay with John, even if it does nothing to help the Society survive.

          Another example: the NGS Intranet. Would you say it’s a powerful platform for cross-company discussion and idea sharing? Or is it more of a megaphone for Betty Hudson & the Communications office to do their “intra-marketing”?

          Re: your question why I didn’t ask the person who commented about interns which division he or she works in — c’mon, seriously? You don’t know the answer to that question? …. Put another way: Roughly how long would a current employee remain employed if they were caught criticizing the hiring policies of NGS in a public venue like this one?

          Finally: How would you describe the corporate culture at NGS? Do you think the Society does a good job of cultivating a healthy conversation about what NGS is doing wrong, and what it could be doing right? Do people feel free asking the questions that are really on their minds?

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