The direction here changes every few months, so how are you supposed to feel confident about anything long term? Teams keep starting initiatives that never go anywhere before the next priority shift. That lack of consistency is ki-ling morale more than leadership realizes.
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@an also, we should all join hands and sing a song around the fire. That will make the world peaceful and fair.
The biggest problem IMHO is that the initiatives you mention and other efforts or projects come from people several levels up who have no technical understanding of the science, nitty-gritty details or how the end result will interact with the overall workflow. These decisions seem to be made on the basis of 'vibes' or politics.
The people (including first couple levels of Mgt) who do understand the scientific, technical, or workflow impactions are not consulted in a meaningful way.
It's traditional top-down control, which is ineffective.
In addition to end products/flows, this is also true of internal processes. Whatever someone high up thinks is cool gets adopted regardless of how ineffective/counterproductive it is, and we just have to su-k it.
All efforts need a solid basis in fact, science, human psychology, and business; you only get that from the (clever, informed) experts who deal with that every day.
The role of upper Mgt is to facilitate and guide the direction of the company, an important function. Since they can't know every detail pertinent to those decisions, they need to rely on people who do, and not assume that every cool idea they have is somehow automatically good.