The procedure was refined over and over again till there was no chance of error, inefficiency or hint of human creativity. Everyone who might possibly involved in the procedure, no matter how tertiarily, was forced to sit through eight hour meetings where they were badgered by the consultants to provide input identical to yesterday’s eight hour meeting.
During the second round of Proactive Procedural Reconciliation meetings, seventeen employees quit.
When the entirety of the company had been equally bludgeoned into boredom, the process was enshrined in the corporate runbook, where it sat in perfection and was thoroughly ignored by everyone.
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