OT Racing - corporate style

Subject: Racing - corporate style

A Japanese company and an American company decided to have a canoe
race on the Missouri River. Both teams practiced long and hard to
reach their peak performance before the race.

On the big day, the Japanese won by a mile. The Americans, very
discouraged and depressed, decided to investigate the reason for the
crushing defeat. A management team made up of senior management was
formed to investigate and recommend appropriate action. Their
conclusion was the Japanese had 8 people rowing and 1 person steering,
while the American team had 8 people steering and 1 person rowing.

So American management hired a consulting company and paid them a
large amount of money for a second opinion. The consultant advised
that too many people were steering the boat, while not enough people
were rowing.

To prevent another loss to the Japanese, the rowing team's management
structure was totally reorganized to 4 steering supervisors, 3 area
steering superintendents and 1 assistant superintendent steering
manager. They also implemented a new performance system that would
give the 1 person rowing the boat greater incentive to work harder. It
was called the "Rowing Team Quality First Program", with meetings,
dinners and free pens for the rower. There was discussion of getting
new paddles, canoes and other equipment, extra vacation days for
practices and bonuses.

The next year the Japanese won by two miles. Humiliated, the American
management laid off the rower for poor performance, halted development
of a new canoe, sold the paddles, and canceled all capital investments
for new equipment. The money saved was distributed to the Senior
Executives as bonuses and the next year's racing team was out sourced
to India.

SNORFUL, SNORT!, SNORT!
It would have been funnier if it didn't remind me of a few American
companies BEG
ME-Judy

"Bonnie Patterson" wrote in message
...
Subject: Racing - corporate style

A Japanese company and an American company decided to have a canoe
race on the Missouri River. Both teams practiced long and hard to
reach their peak performance before the race.

On the big day, the Japanese won by a mile. The Americans, very
discouraged and depressed, decided to investigate the reason for the
crushing defeat. A management team made up of senior management was
formed to investigate and recommend appropriate action. Their
conclusion was the Japanese had 8 people rowing and 1 person steering,
while the American team had 8 people steering and 1 person rowing.

So American management hired a consulting company and paid them a
large amount of money for a second opinion. The consultant advised
that too many people were steering the boat, while not enough people
were rowing.

To prevent another loss to the Japanese, the rowing team's management
structure was totally reorganized to 4 steering supervisors, 3 area
steering superintendents and 1 assistant superintendent steering
manager. They also implemented a new performance system that would
give the 1 person rowing the boat greater incentive to work harder. It
was called the "Rowing Team Quality First Program", with meetings,
dinners and free pens for the rower. There was discussion of getting
new paddles, canoes and other equipment, extra vacation days for
practices and bonuses.

The next year the Japanese won by two miles. Humiliated, the American
management laid off the rower for poor performance, halted development
of a new canoe, sold the paddles, and canceled all capital investments
for new equipment. The money saved was distributed to the Senior
Executives as bonuses and the next year's racing team was out sourced
to India.

That is so true!! Hilarious too - but true.

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"Bonnie Patterson" wrote in message
...
Subject: Racing - corporate style

A Japanese company and an American company decided to have a canoe
race on the Missouri River. Both teams practiced long and hard to
reach their peak performance before the race.

On the big day, the Japanese won by a mile. The Americans, very
discouraged and depressed, decided to investigate the reason for the
crushing defeat. A management team made up of senior management was
formed to investigate and recommend appropriate action. Their
conclusion was the Japanese had 8 people rowing and 1 person steering,
while the American team had 8 people steering and 1 person rowing.

So American management hired a consulting company and paid them a
large amount of money for a second opinion. The consultant advised
that too many people were steering the boat, while not enough people
were rowing.

To prevent another loss to the Japanese, the rowing team's management
structure was totally reorganized to 4 steering supervisors, 3 area
steering superintendents and 1 assistant superintendent steering
manager. They also implemented a new performance system that would
give the 1 person rowing the boat greater incentive to work harder. It
was called the "Rowing Team Quality First Program", with meetings,
dinners and free pens for the rower. There was discussion of getting
new paddles, canoes and other equipment, extra vacation days for
practices and bonuses.

The next year the Japanese won by two miles. Humiliated, the American
management laid off the rower for poor performance, halted development
of a new canoe, sold the paddles, and canceled all capital investments
for new equipment. The money saved was distributed to the Senior
Executives as bonuses and the next year's racing team was out sourced
to India.