Less is sometimes more

Why is our life so busy whilst all around us people seem to be coasting through their day? I think everyone has sensed the same concern at some time without necessarily articulating it.

I was standing at a station last week and reflecting on how many years it had taken for the place to be rebuilt. It had been under construction for as long as I could remember. In front of me were five workers in hard hats – watching another workmate in a protected cage lift that raised him about two metres off the floor. It took at least thirty minutes to perform their task – which was to change one light bulb.

This, of course, is just a minor illustration of a much bigger problem. How many times have projects been populated on the basis of security in numbers?  Those managing them usually do not have a clue what resources are really needed so the chosen solution is an inflated headcount.  I remember the same reasoning when – many years ago – the research organization I worked for was commissioned to produce the first office inkjet printer.  It seemed a vast project, but the core team actually had a headcount of just one. The brilliant engineer concerned worked most effectively on his own and the outcome was many times better and faster than if we had tried to drown the tasks with people.

The same principle also applies to committees.  So many managers adopt the democratic principle of constant meetings to debate and decide everything. Yet are collective decisions always the best?  Yes, a consensus is likely to ensure greater commitment, but not at the expense of needless compromises. The committee approach can be effective when dealing with day to day matters – but not for strategic decision making or such purposes as product design. An item designed by committee is easily recognizable by its lack of all distinction.

Our definition of work may also be in error.  People may easily look at me and think is he really working?  Yet not a moment passes on any day when I am not thinking about business and how to resolve current and prospective problems.  The same applies equally to any top executive. Others see them on the golf course but little imagine what lonely struggles are engaging their mind or why they need to distance themselves from the workplace to achieve a clear perspective.

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