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From "the worst boards":
http://www.fortune.com/indexw....
Back in the day when AT&T had a monopoly, a clubby, do-nothing board was fine. Getting put on the board represented an ascension and reward for a long career with many responsibilities--notice how many over-60 people there are--it was NOT based on the aptitude and potential to be a good director but instead the fact that you had been successful and held responsibility. Remember, this firm didn't really have to compete, and could coast by financially while having "sizzle" in Nobel prizes and patents for its protected scientists. So, handing out rewards in the form of board seats or management positions rather than thinking strategically didn't hurt Lucent until only recently, after the late 90s market reality. Now, the landscape is different. There are many competitors and the market is significantly more volatile--deregulation and the 1996 Telco Act resulted in a boom and bust cycle that had never been seen before.
Unfortunately, LU's board, management, and I suspect many of the rank and file employees weren't really ready or "configured" for this reality. Merely changing Lucent's management isn't going to keep everyone's job--the firm may have to be "reconfigured", and redundancies eliminated (Anyone who has dealt with Lucent's accounts payable vs. Ciena's accounts payable would know what I mean). Perhaps the management could have done a better job (ok, I can imagine the responses from this board about what barnyard animal could do better), but Lucent's trouble probably extend beyond the management suites. Still, it's chilling to read the link above and think about the failure in corporate governance and by extension the top management.