Tales from the MegaCon archives.
MegaCon’s motor manufacturing division is struggling. Shareholder value is the prime driver for bosses and market share is slipping. The Board is determined to fight back and have targeted a breakout into the American market.
Sell 62% more of our cars in America!
Oh, and make sure you hit target by next quarter!
Don’t tell me why not,
JUST DO IT!
MegaCon is ruled by a target culture.
Fear dictates the way messages from the top are relayed and pressure is passed down the ranks:
MegaCon middle managers are incentivised to reach targets. Their pay depends on it and the fear of failure is strong.
- Is not a great stimulator of innovation for the good of MegaCon.
- Leads to shortcuts and cheating.
- Causes wrong figures to be reported up the organisation.
- Leads to MegaCon managers protecting their own interests, not those of colleagues or customers.
Do MegaCon managers feel able to make the right decisions for the long term good, or do they meet their targets by hook or by crook, worrying about the consequences later?
MegaCon’s Board are oblivious to this. Barry Big-Shot is provided with figures that show sales rising. He doesn’t care how or why, he just knows MegaCon’s shareholders will be happy.
As will his Bank Manager.
The Board are far removed from the reality of the frontline. They will never know what it feels like to be a customer of MegaCon, or what staff actually do to make their targets.
They have the illusion of control.
MegaCon bosses have sown the seeds of future failure. It is inevitable, but they will never see it coming. How could they?