Top management beware of performance review system

The ants from America and the Japan decided to engage in a competitive boat race. Both teams practiced hard and long to reach their peak performance.

On the big day the Japanese team won by a mile. Afterward, the American team was discouraged by the loss, the management decided that the reason for the crushing defeat had to be found, so a consulting firm was hired to investigate the problem and recommended corrective action.

The consultant’s finding: The Japanese team had eight rowing ants and one ant to steer; the American team had one rowing ant and eight steering ants.

After a year of study and millions spent analyzing the problem, the firm concluded that too many ants were steering and not enough were rowing on the American team.

So, as race day neared again the following year, the American team’s management structure was completely reorganized. The new structure: four steering ants, three area steering ants and a new performance review system for the ant rowing the boat to provide work incentive.

The next year, the Japanese won by two miles. Humiliated, the American office laid-off the rower ant for poor performance and gave the managers a bonus for discovering the problem.

Performance review system generally safeguards the implementers (Managers)
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