Bureaucracy can suck the life out of any organization by rewarding complacency and inertia.
Efficient managers are annoyed with the speed of bureaucracy. Internal rules and policies for making and approving decisions slow down managerial undertakings. In a world where fast, disruptive innovation has become foremost, any company can ill afford the time or expense of operating with bureaucratic mindsets.
Management pioneer Peter Drucker’s enduring condemnation of bureaucracy, formalities, and rules and regulations hit the peak with his ground-breaking editorial called “Sell the Mailroom,” first published in the Wall Street Journal in 1989 and then republished in 2005.
At a time when the great majority of businesses were engaged in making an effort to improve the efficiency of support staff, Drucker brashly advocated that bureaucratic support should be eliminated by outsourcing their work to outside contractors. Drucker observed,
In-house service and support activities are de facto monopolies. They have little incentive to improve their productivity. There is, after all, no competition. In fact, they have considerable disincentive to improve their productivity. In the typical organization, business or government, the standard and prestige of an activity is judged by its size and budget—particularly in the case of activities that, like clerical, maintenance, and support work, do not make a direct and measurable contribution to the bottom line. To improve the productivity of such an activity is thus hardly the way to advancement and success. When in-house support staff are criticized for doing a poor job, their managers are likely to respond by hiring more people. An outside contractor knows that he will be tossed out and replaced by a better-performing competitor unless he improves quality and cuts costs.
Idea for Impact: Drop unnecessary work.
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