Southwest Airlines and United Airlines decided to have a canoe race on the Missouri River. Both teams practiced long and hard to reach their peak performance before the race. On the big day, Southwest won by a mile.
Afterwards, the United team became very depressed and iscouraged. United management decided that a reason for the crushing defeat had to be found. A "Measurement Team" made up of senior management was formed. They would investigate and recommend appropriate action.
They concluded that Southwest had 8 people rowing and one person steering, while United had 1 person rowing and 8 people steering. So United management hired a consulting company and paid them incredible amounts of money. They advised that too many people were steering the boat and not enough people were rowing.
To prevent losing to Southwest next year, the rowing team's management structure was totally reorganized. There would be 4 steering supervisors, 3 area steering superintendents and 1 assistant superintendent steering manager. United also mplemented a new performance system that would give the 1 rower a greater incentive to work harder.
The "Rowing Team Quality First Program" had meetings, dinners and included free pens for the rower, "we will give the rower empowerment and enrichments through this quality program," management said.
Next year, Southwest won by two miles.
Humiliated, United management laid off the rower for poor performance, halted development of a new canoe, sold the paddles and canceled all capital investments for the new equipment. Then they gave a "High Performance" award to the steering management and distributed the money they save, as bonuses to the senior executives
This site uses cookies to help personalise content, tailor your experience and to keep you logged in if you register.
By continuing to use this site, you are consenting to our use of cookies.