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I'm going to avoid dog-piling on Amazon - because I think that is too easy in this day and age. Instead, I'll firmly agree with everything the author said abou
by geoduck14 5y ago
I'm going to avoid dog-piling on Amazon - because I think that is too easy in this day and age.
Instead, I'll firmly agree with everything the author said about prioritization. I think he gave great examples and he is right. When you have 16 different "priorities" and "objectives" that are shared by each employee, you actually have zero priorities. I've seen leaders list many objectives, then say "these go to manager 1, these others go to manager 2, etc".
- loopz 5y agoIt's especially funny when projects and tasks have already been allocated, managers find they need something to do. So they make up long lists of "extra special" tasks and further distribute those while people are neck-deep in realizing business objectives. It mostly ends up in papershuffling, but manage to disrupt enough to feel important anyways. Very easy to fall into the trap of "doing more" though.
- sokoloff 5y agoAt one point, we had [lists containing multiple] Guiding Principles, Strategic Initiatives, Integrated Business Planning, and Key Initiatives for Growth (and for all I remember, maybe a few other categories). Each of those was subtly different; all of them were "priorities". The only thing we had that was entirely clear with respect priority was the "prod is down" was P0.
- loopz 5y agoThose are classic! Of course every department and unit within departments, need their own set of such documents, all following their own standards and competing for attention. Prod is down becomes a sanctuary, compared to the politics and stalemates.