Great Boss Dead Boss by Immelman Ray

Author:Immelman, Ray [Immelman, Ray]
Language: eng
Format: epub
Publisher: Stewart Phillip International LLC
Published: 2013-04-27T00:00:00+00:00

‘These measures of success have nothing to do with operational achievement,’ he thought. ‘It has everything to do with the capability and strength of the tribe.’

Greg pondered his deduction, wondering how he could create the external measures of success necessary to strengthen MicroLogic’s TV+. ‘The measures should be relevant to our environment,’ he thought.

There was a knock on his door, startling him out of his reverie. Dennis walked in, looking very satisfied.

“What’s up?”

“The die orientation idea worked. We figured a way to apply the idea to our process that would yield at least ten percent more chips per wafer than we are getting now.”

‘That would speed up AsiaComNet,’ he thought with a rush of relief.

“How quickly can we do it?”

“In a day or two. We are already setting up some trials. Even Mike is enthusiastic about it,” Dennis grinned. “It is real breakthrough. The news traveled around the plant pretty fast, and there is a renewed buzz of excitement. Creating a real and tangible common enemy and a just cause certainly stirred up a lot of emotional responses.”

Dennis looked at Greg intently. “You look like you are not all there.” Greg smiled, and pointed to the new yellow square on the whiteboard. Dennis walked over and studied the statement.

“Tell me about it.”

Greg shared his last conversation with Butch.

“That makes a lot of sense, but how do we define our external measures of success?”

“I figured it should relate to the just cause and the common enemy.”

“And?”

Greg walked to the whiteboard and wrote:

We are one of the top ten microchip manufacturers, better than Advanced Circuits, Micro Delta, and Enerdyne.

Our company is rated as one of the best to work for.

Our company has the best safety and health rating.

Our company has the highest labor productivity in the industry.

Our company has the lowest labor turnover.

“That’s a pretty tall order.”

“But still something worthwhile to consider as success.”

“Agreed, and how do you propose we achieve that standard?”

“We’ll have to develop new measures, and rate ourselves against other companies over time.”

“More work,” Dennis sighed.

Greg recounted the second part of his conversation, about the software implementers.

“I don’t get it,” Dennis frowned. “I understand the issue with functional silos, which is simply another form of tribalism. Knowing Butch, there is another, more subtle lesson in the tale.”

They both pondered this implication. The only sound was the faint whisper of air moving through the ducts in the ceiling.

“It reminds me of an article I read in The Wall Street Journal some time ago,”(19) Greg mused. “Manhattan does not have a property multi-listing service like most other large cities in the USA. A multi-listing service, or MLS, enables a prospective buyer to quickly check what is available in the market, with brokers sharing information on available properties. The catch is that participants must agree to do business with any buyer’s broker, which requires splitting commissions.

Manhattan is different though. There the real estate industry is dominated by two large brokerages, overshadowing a flock of smaller ones. The smaller companies have tried to put a MLS system together, but the larger firms didn’t want to play.

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