Japanese company and an American company decided to have a canoe race.
>Both teams practiced long and hard to reach their peak performance before
>the race. On the big day the Japanese won by a mile.
>
>Afterward, the American team became very discouraged and morally depressed.
>American management decided the reason for the crushing defeat had to be
>found. A Management Team made up of senior management was formed to
>investigate and recommend appropriate action. Their conclusion was the
>Japanese had 8 people rowing and 1 person steering, while the American team
>had 8 people steering and one person rowing.
>
>So American management hired a consulting company and paid them an
>incredible amount of money. They advised that too many people were steering
>the boat, while not enough people were rowing. To prevent losing to the
>Japanese again next year, the American rowing team's management structure
>was totally reorganized to 4 steering supervisors, 3 area steering
>superintendents and 1 assistant superintendent steering manager. They also
>implemented a new performance system that would give the 1 person rowing
>the
>boat greater incentive to work harder. It was called the Rowing Team
>Quality
>First Program, with meetings, dinners and free pens for the rower. New
>paddles and medical benefit incentives were promised if the Americans won.
>We must give the rower the empowerment and enrichments through this quality
>program.
>
>The next year the Japanese won by two miles. Humiliated, the American
>management laid off the rower for poor performance, halted development of a
>new canoe, sold the paddles, and canceled all capital investments for new
>equipment. The money saved was distributed to the senior executives as a
>bonus.
>Both teams practiced long and hard to reach their peak performance before
>the race. On the big day the Japanese won by a mile.
>
>Afterward, the American team became very discouraged and morally depressed.
>American management decided the reason for the crushing defeat had to be
>found. A Management Team made up of senior management was formed to
>investigate and recommend appropriate action. Their conclusion was the
>Japanese had 8 people rowing and 1 person steering, while the American team
>had 8 people steering and one person rowing.
>
>So American management hired a consulting company and paid them an
>incredible amount of money. They advised that too many people were steering
>the boat, while not enough people were rowing. To prevent losing to the
>Japanese again next year, the American rowing team's management structure
>was totally reorganized to 4 steering supervisors, 3 area steering
>superintendents and 1 assistant superintendent steering manager. They also
>implemented a new performance system that would give the 1 person rowing
>the
>boat greater incentive to work harder. It was called the Rowing Team
>Quality
>First Program, with meetings, dinners and free pens for the rower. New
>paddles and medical benefit incentives were promised if the Americans won.
>We must give the rower the empowerment and enrichments through this quality
>program.
>
>The next year the Japanese won by two miles. Humiliated, the American
>management laid off the rower for poor performance, halted development of a
>new canoe, sold the paddles, and canceled all capital investments for new
>equipment. The money saved was distributed to the senior executives as a
>bonus.

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