Nickname: a sprint customer

Review: I had an old sprint phone that locked-up on me. I called Sprint helpline. They were no help but tried to sell me another 2 year contract and another phone. I visited 2 Sprint stores for help. Their young salesmen were more ignorant that those of helplines. Like the helpline people, they also want me to buy another phone with another 2 year contract. I said I cannot buy another 2year contract everytime my Sprint phone freezed. That fell on Deaf ears because Sprint salesmen work on commissions too. The culprit? Sprint does not have the software to reprogram my Sprint phone. I asked these brillant people how is it that Sprint sells phones by the millions but does not stock the software? No answer. But, "How about another phone? We have one on sale with a 2 year committment." Don't blame the one CEO at the top. He does not runs the whole Sprint Corporation. What I've witness is a corporate culture where its workers are advancing their own financial interest at the expense of corporation.

Date reviewed: Jul 23, 2007 6:26 AM

Nickname: Any One Have A Plan?

Review: As a contractor directly involved in Nextel Customer Service, our entire call center, is reorganized weekly. Presently the focus is on selling two-year agreements. The center is on constant, above average chaos, and pressure.

Date reviewed: Feb 1, 2007 9:59 PM

Nickname: SprintWoes

Review: Legacy Sprint had many bloated processes that mired productivity post merger. I still believe that if today's Sprint employees are tasked with clear simple priorities to work towards and why their respective jobs are important, this company can outshine any carrier out there. We have great employees, good products and a solid network. We just have to align our workforce better to knock off wasted efforts, politics, and redundancy!

Date reviewed: Jan 10, 2007 9:43 PM

Nickname: h00ked

Review: This is the classic game of chess. The strategically placed pieces are on the board and then, with out hesitation, check mate. I whole heartedly agree with duWhat? when he said contact Gary yourself. His email is in the directory, look it up, speak your mind and see where it can get you. We have to get united behind our CEO whoever that may be whether Gary or Paul. If we are not a one unit team we will be a thing of the past. Lets stand for Sprint Nextel as a whole team and stop the great divide. I have all the confidence in the world that the company will be here long after I am gone but I would like to see it make its mark a whole lot bigger.

Date reviewed: Oct 23, 2006 7:02 PM

Nickname: Hopeful

Review: Gary is not our biggest problem. Sprint Nextel's main problem is a bloated bureaucracy at the mid-layer (VP, director levels). At the frontline we have very motivated employees across the board. However, the frontline's efforts are hampered by their immediatate leadership's lack of focus on the clear strategies set at the executive level. Duplication of effort, conflicting goals/priorities abound. Decisive actions are needed to bring about consolidation of leadership among VP/Director groups who essentially perform the same functions. The positions maintained at this level are also extremely political and not at all based on proven ability to execute against goals. Sprint Nextel has unfortunately made some unwise and costly decisions on which members at this level have been let go in recent months. Performance-based job cuts are needed at this level more than any other. Otherwise goals will not be met regardless of who is CEO.

Date reviewed: Oct 22, 2006 7:08 PM

Nickname: duWhat?

Review: HOW absurd! If Wall Street had any concerns as to the ability of Sprint Nextel to pull together a merger of two greats, listen to the divided employees on this blog. Smearing legacy opposites is not helping. Nextel with the IDEN network and being the most profitable wireless carrier was huge consideration in the merger, not to mention the additional spectrum. Sprint with 47,000 employees not only ran a wireless company, but long distance and data networks. Forsee has a plan to put this company at the top. I agree that a shake-up in exec mgmt is probably overdue, but we can NOT have every aspect of our merged company turned upside down all at once. Tactical and strategic moves...it is a complicated chess game. The BEST thing every Sprint Nextel employee can do is drink the SprintNextel Kool-aid and make the change. If you think there are better ways, then share them. If you aren't heard...then send them to Gary. We all have his email address!

Date reviewed: Oct 19, 2006 7:27 PM

Nickname: DonahueFan

Review: The comments on this site concern me greatly. I am a legacy Nextel employee. I have found in the past year, many legacy Sprint employees value the Nextel culture and were anticipating the inclusion when the two companies merged. To everyone's dismay, including Gary Forsee, we are all disapointed in the executive leadership. Gary Forsee and Tim are two very different leaders. Tim is smart, outgoing, and he believes in the power of his people. Forsee wants to make himself look good, but rather comes off to employees as condescending, arrogant, and egotistical. If the company believes in the employees, the employees will believe in the company. The iDEN network isn't falling apart people, read about rebanding before you accuse Nextel of selling Sprint a crappy nextwork. Nextel was the industry standard and darling of wall street. If Sprint wants to be the same, then get out of the way, leave or find a way to deal, because Nextel employees will pickup the pieces and get things DONE.|

Date reviewed: Oct 19, 2006 4:56 AM

Nickname: Stopthemadness

Review: I am a LS employee and I say we need to stop the madness of which company is right and which is wrong and whom should be in or out. We are a company of equals now and this is what we need to focus on. Our customers and stock holders are what is truly important and anyone that doesn't feel this way needs to start searching for a job/career outside of the company. We all know living outside your comfort zone is uncomfortable however open your mind to new experiences and new options. That is how a company grows. We again should all be in it to win for our existing customers and our potential new customers. For those that are in the telecommunicates industry the one consistant is change, again if you can't handle change find an environment you don't have to change in and open the doors for those that can handle change. We all need to work together and our number one focus should be our customers internal and external. Stop pointing the finger as you have 3 pointing back at you.

Date reviewed: Oct 17, 2006 8:23 PM

Nickname: tiron58

Review: To address this issue from a perspective of a telecom employee, the decisions of Forsee reflect the non committment attitude of recent years to employees and customers and shifted to Wall Street expectations which are often unrealistic. As an employee of the local division (Embarq) dropped by Sprint Nextel nothing makes me happier than the demise of Forsee. The "business decision" to drop wireline was ten years early and showed our customers how Sprint was not committed to consumer issues. Executive decions like that one and the removal of pension plan contributions have been a benchmark of the Y2K, and regular workers and consumers continue to suffer. When will common sense return to (or come to) the boardroom?

Date reviewed: Oct 17, 2006 6:22 PM

Nickname: sOuLvOiD

Review: I am not quite sure who one person's comments were meant for..I myself am a Nextel employee and a Nextel user , and was a Nextel user prior coming to work for the company. I don't see how we ran the network into the ground. The network still seems to work great for me and my family and friends. If you read other forums, you will see every carrier has its issues, none of us are immune. So for someone to bad mouth oour company , and assume they really know anything is ludicrous. I don't see a decline in our network, equipment, and I don't see any unhappy employees. So with that being said...get your facts straight.

Date reviewed: Oct 15, 2006 1:23 PM