> It can take a long time to accurately determine if an activity is essential in complex organizations.
Seems this time you mentioned is N * management-turnover-period. It could be N==1 if the company is run by lucid people, or longer.
IMO, business directors who made their way from the ground up, mostly have a very good and constant feeling for what is essential, even in ever-evolving situations.
The manager running our business group resisted till the end to the attempts to get us CMM-certified, pushed from the top of the group. (Our business was nothing close to medical/military/aerospace.) Eventually he has got replaced, and we did it all -- hired consultants, moved people to newly created jobs, etc. %d years in, and guess what, the fashion for CMM turned over.
Ultimately, the activity was sold and demolished, I suspect this story contributed.
Seems this time you mentioned is N * management-turnover-period. It could be N==1 if the company is run by lucid people, or longer.
IMO, business directors who made their way from the ground up, mostly have a very good and constant feeling for what is essential, even in ever-evolving situations.
The manager running our business group resisted till the end to the attempts to get us CMM-certified, pushed from the top of the group. (Our business was nothing close to medical/military/aerospace.) Eventually he has got replaced, and we did it all -- hired consultants, moved people to newly created jobs, etc. %d years in, and guess what, the fashion for CMM turned over.
Ultimately, the activity was sold and demolished, I suspect this story contributed.