Giancarlo: You have operations where it takes too many hours, or too many people, or too much investment, to get a return. Part of that is, by the way, that the company has not spent much money on IT. IT isn't providing nearly as much benefit as one would like at the moment, and so we'll be one of the few companies that actually increases our investment in IT over the next couple of years. [Avaya was also] inefficiently organized. Too many groups having responsibility for sort of the same thing.

IDGNS: What has happened as a result of that?

Giancarlo: We've migrated to become a global company. [We operate in a large number of countries] but they were all managed individually. [Now] there's one services organization. It all reports up to the same leader, in every single country. Same on sales. Same in marketing. Same in supply chain. As opposed to the country leader having responsibility for everything in the country. That dramatically simplifies the company and makes it much more consistent. And by the way, makes it navigable by our global customers.

The second one is we've migrated to just three business units: Unified Communications -- that's all large-enterprise communications systems. The second one is call center. The third one is small and medium business, [called] Integrated Office Communications. Before, we were split up into different product groups. This really focuses that Unified Communications team on the "unified" part of unified communications. One of the big deficiencies of the industry overall is that unified communications hasn't been unified. You have lots of little applications that, if you wanted, you could cobble together yourself into something that might look easy to use, but no one's really focused on the "unified" part of it. So, it's all in one group now, with a clear mission to deliver unified products, or integrated products. Really simplifying organizations is very important.