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[quote=Anonymous][quote=Anonymous][quote=Anonymous][quote=Anonymous][quote=Anonymous][quote=Anonymous][quote=Anonymous][quote=Anonymous]That suggests you have actual constructive comments and recommendations based on current fiscal realities, versus bemoaning the good old days or criticizing current leadership.  [/quote]

I bemoan the good old days of working for an employer who didn't lose money and whose leadership had a clear strategic plan.[/quote]You'd have to go back pre-2000 for that. I remember them bragging about raising the headcount cap with no mention of raising revenue. Turned out the idea was to flatten salaries. Eventually the non-mafia and best people left.[/quote]

Right now, we’re all fighting over the few project scraps left, while leadership moves everyone into 3 year term gigs that basically turn us into a staffing agency... and meanwhile Jason’s friends in GER are out there writing think pieces about how AI is going to end the world.[/quote]

You want them to make money, but you don't like GER, which fundraised to do the kind of work you're criticizing. You don't like that they brought in some weird Trump guy, presumably to help with the administration. (I don't know anything about him or their plan, but what else could it be?) There isn't a plan for solvency which involves whatever they were doing previously, whether it was five years ago or 25.[/quote]

You’re mixing up different people and arguments. Multiple people are posting in this thread, and I’m not the one who made some of the earlier comments. Given that, my issue also isn’t that the organization needs to make money. Of course it does. The issue is that people are now competing over a shrinking pool of project work while more staff get pushed into three year term roles that effectively turn the place into a temp agency. GER is just an example. The bigger problem is that RAND’s CEO is inexperienced, and it shows. Fundraising from your personal network is not a strategy by itself. AI by itself is not a strategy either. A lot of decisions Jason (and Jim) made a few years ago are now catching up with them, and without a clear strategy those choices have snowballed.

Saying there is no solvency plan that involves what RAND used to do also doesn’t hold up when most peer organizations are not struggling nearly as badly, aside from MITRE it seems. At this point leadership blaming “the market” looks more like an attempt to avoid owning some very bad decisions they made before Trump returned to office, while now burning through overhead to hire people with White House connections. That is not a strategy, it's pathetic, and frankly it comes off as desperate and reactionary at this point in the game.

[/quote]

First of all, [b]I don't know where you're getting the idea that their their peer organizations aren't struggling tremendously. They are.[/b] Second, I agree that RAND made many mistakes, but the big ones precede the current leadership and they're not what the RAND-critical people in this thread have pointed out. RAND's FFRDCs are top-heavy, bureaucratic, slow-moving, behind on technology, and they have a business model where they get paid tremendous amounts of money to say obvious things. These are what I hear people at RAND's client organizations complaining about and they're what I experienced as well, the same as with the other FFRDCS and UARCs. I blame the current leadership for deciding this wasn't worth taking on and for focusing on their own priorities instead. But there was no solution that would made RAND researchers happy and the organization solvent. And there shouldn't be, because these aren't effective organizations. [/quote]

I work at a peer organization and this seems overblown.
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