Claes, I went through that journey with the big consultants.
Previously, WSP, Scott Wilson, Carl Bro, Atkins, and others were managed “on the floor” by a web of specialists who organized themselves in the best way, and all other functions were support functions for them – it went very well and they delivered world-class results,
Then came –
Management functions
Administrators
Finance
HSSE
Environmental
and what else
Everyone had their own set of tasks that were added onto those who delivered/brought in money/nourished, while they themselves were draining. To justify their job, they became obsessive in their effort to constantly add more to the poor nourishing ones with various quality requirements/controls.
Now the core mission in some places has completely collapsed but everything has been done correctly according to all the different layers of models and controls. I have seen many examples of this.
The absolute winner in all categories is probably Swedish municipal operations where the core mission can approach zero without anyone caring as long as they deliver on all the soft parts/support functions. Then it’s probably doubly good if you don’t deliver on the core mission because then the support functions have less to do and you spend less money – everyone wins except the core mission where the maintenance backlog runs wild and increases exponentially.
14:29
Claes, I went through that journey with the big consultants.
Previously, WSP, Scott Wilson, Carl Bro, Atkins, and others were managed “on the floor” by a web of specialists who organized themselves in the best way, and all other functions were support functions for them – it went very well and they delivered world-class results,
Then came –
Management functions
Administrators
Finance
HSSE
Environmental
and what else
Everyone had their own set of tasks that were added onto those who delivered/brought in money/nourished, while they themselves were draining. To justify their job, they became obsessive in their effort to constantly add more to the poor nourishing ones with various quality requirements/controls.
Now the core mission in some places has completely collapsed but everything has been done correctly according to all the different layers of models and controls. I have seen many examples of this.
The absolute winner in all categories is probably Swedish municipal operations where the core mission can approach zero without anyone caring as long as they deliver on all the soft parts/support functions. Then it’s probably doubly good if you don’t deliver on the core mission because then the support functions have less to do and you spend less money – everyone wins except the core mission where the maintenance backlog runs wild and increases exponentially.