There was a Dilbert strip in the 2003 desktop calendar a few weeks ago (I can try to describe it here) that looked very true and sounded very true.
Now it appears to have been demonstrated true
To my surprise, almost 90 percent of the items listed by the teams as their key objectives differed from the key objectives listed by their managers. What's more, the key objectives listed by the managers were different by almost the same margin from the key objectives I had been given by my new bosses."
Among the layers of organizations, there is clearly a deviation in the focus and priorities of each layer due to lack of clarity about how they can and should specifically contribute to the goals and objectives of the layer above. Information moves from the "aligned" CIO, to a slightly less-aligned VP, to the less-aligned director, to the even less-aligned managers and supervisors who are guiding the purchase of resources and the actions of the staff” which at this point is 60 to 90 percent off the original objective
The solutions proposed appear straightforward, yet who's going to implement them?
1: CEO to Senior VP "The Research supports my strategy"
2: CEO to Senior VP "You can read the Research but don't make any copies"
3: Senior VP to VP "I can tell you about it but you can't read it"
4: VP to Assistant VP "I don't remember the reason but I am sure there is one"
5: Assistant VP to pointy-haired Boss "There's no reason"
6: Pointy-haired Boss to Dilbert "Our strategy is a huge mistake but we have to do it anyway"
7: Dilbert to Dogbert "After I fall asleep tonight please smother me with a pillow"
8: CEO to himself "My people love me because I manage with data"