The outdated profession of organization development-an example

Barry has just raised 15 million dollars from investors by promising  to deliver a product within 2 years that will detect pain in canine and feline pets in order to advise the owner whether or not a trip to the vet is necessary.

Barry knows that 2 years and 15 million dollars are not enough. More likely, he will need eight years and  triple the amount of money. It may even be necessary to purchase another company which specializes in canine ophthalmology at a hefty price.  Only Barry knows this.

As CEO, Barry will provide unachievable goals to his staff. Milestones that need 9 months will be planned for 3 months; each staff member will be burdened with the work of 4 people. There will be no link between the plan and the do-able.

Barry will burn out most of the people who work for him. They will be replaced and the board will probably accept the derivative delays that stem from employee turnover. Every single plan and budget will only serve one purpose-managing the investors’ expectations. 

Employees will bitch, morale will be low, many engineers will suffer from insomnia and digestive problems. Barry will divorce, see a shrink and age. Ten years later, Barry will be a very wealthy man, and his company’s history will appear in almost every business magazine.

Classical Organization Development has no added value in such a situation, because transparency and a healthy work environment are building blocks of our outdated profession, which is geared to a world that is almost disappearing before our very eyes.

What can be done for start up? That is a different post. 




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