This Focused Performance Weblog started life as a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective, but is in the process of evolving towards primary content on interactive and mobile marketing. Think of it as about Focusing marketing messages for enhanced Performance. If you are on an archive page, current postings are found here.
On a related note, Deviant Behavior in Project Management from the Project Shrink blog includes a story on the risks of acting on the third bullet above...
True story: on a project where I was one of several PMs, weekly progress reports had to be written and send to all other Project Managers. After a while I got the impression that no one was actually reading these things, because of the kind of questions I was getting (answers were all in the reports).
As I was not fond of reporting just for the sake of reporting anyway, I started little irritating experiments like issuing identical reports with different dates, adding nonsense risks, just to see if anyone was paying attention. As you might have guessed, no responses what so ever. So, I stopped writing the reports. All hell broke loose...
...What I was experiencing is called deviant behavior, not performing the behavior that is considered normal within society or a particular social group.
Not really the same thing, but this reminds me of a weekly status report I saw years ago that essentially said "there will be no status report this week."
"It’s all about solving business problems. Real value comes from innovative ways of meeting business or staff needs in new ways. These improvements often target one area of the organisation, or a single key group of staff."
"One thing is clear: whenever this episode ends, there will have to be a serious and real effort to prevent the growth of so many Too Big Too Fail institutions. We cannot have a functioning system if some don't pay the costs of their bad decisions. Not to be too grand, but our very way of life depends on that."
Gotta think that if the banks are worth almost a trillion, the auto industry (including the network of suppliers tied to the big 3) deserves a quarter-to-half billion 25-50 billion (whoops - dropped a couple decimal points).
(Of course, that "if" related to the banks is a big "if.")
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