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No. of Recommendations: 4
Pup talks about departments and VP's, so I'd guess the pre-layoff staff was 500 or so. Much bigger than that and ...

I won't get into specific numbers, and will leave details generic enough that I won't identify the company. Hopefully, I will live you all with the Scott Adams impression: Many people will SWEAR I work for their company, too.


Your point about folks being promoted into management positions too soon actually isn't the problem in this case (though there have been a few instances of that). In our case, we have too many people with too much experience (but experience on other things) that clog up the top of the company. As we sit today, 1 out of every 8 employees is a vice president. Many really were VP level of experience, but you don't need that many chefs in the kitchen.

As a result, issues never get delegated down to the lower managers, or senior staff. I'm not overly impressed with a lot of our middle/upper management, but we have several outstanding staff level people in other departments. But, quickest way to make someone unhappy in their job is to make them bored. Those outstanding people are never challenged, because nothing ever gets delegated down.

My example: I'm in an R&D role. I've done some work lately that the VPs in my area (who, unfortunately, have NO clout) love. I've shown them a working prototype of a product that for a small 5-digit expenditure, I can develop something we can see 6-digit profits on every quarter. They love it, so they escalate it to the executives.

The executives are too busy writing the ninth copy of the workplan, and the twelfth edition of the strategy and vision statement, and the fifth version of the methodology...blah, blah, blah...they have no time to look at a real, live, working product that could actually make us some money. The Titanic is sinking, and they are too busy discussing whether the deck chairs should be placed in a line or in a circle.

--WP
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