82,891
edits
Empowerment: Difference between revisions
no edit summary
Amwelladmin (talk | contribs) No edit summary |
Amwelladmin (talk | contribs) No edit summary |
||
| Line 1: | Line 1: | ||
{{a|devil|}}When that [[inter-affiliate ISDA negotiation]] has been going so long there are sizeable parts of your risk management team who were still at university when it began, and others, then in the primes of their careers, have since retired, we wonder whether the crux of the problem really is the scope of the requested [[sovereign immunity]] waiver, or whether it hasn’t got more to do with how the organisation is ''organised'', and in particular how it fails to ''[[empower]]'' — or ''trust'' — those it puts in the front line ''of'' the negotiation. “Send people authorised to make a decision” is a management truism that seems well out of fashion. | {{a|devil|}}When that [[inter-affiliate ISDA negotiation]] has been going so long there are sizeable parts of your risk management team who were still at university when it began, and others, then in the primes of their careers, have since retired, we wonder whether the crux of the problem really is the scope of the requested [[sovereign immunity]] waiver, or whether it hasn’t got more to do with how the organisation is ''organised'', and in particular how it fails to ''[[empower]]'' — or ''trust'' — those it puts in the front line ''of'' the negotiation. “Send people authorised to make a decision” is a management truism that seems well out of fashion. | ||
We are talking about [[empowerment]] | We are talking about [[empowerment]] not in the sense of touchy-feely [[yogababble]] about how we should all be actualised to [[Be the best version of yourself|be the best versions of ourselves]] — [[HR]] will be all over that, and they can have it, frankly — but in the sense of having the autonomy and authority to make pragmatic decisions to move an your own part of your own organisation ''on''. | ||
Our working theory is the immutable trajectory of modern management orthodoxy, flavouring policy over expert judgment, process over insight, evidence over intuition, fundamentally '' substance'' over ''form''— pushes each enterprise towards ultimate ''stasis'' which will only collapse when the firm does, as a result of some tail-risk non-linear chain reaction your [[risk taxonomy]] somehow didn't contemplate. | Our working theory is the immutable trajectory of modern management orthodoxy, flavouring policy over expert judgment, process over insight, evidence over intuition, fundamentally '' substance'' over ''form''— pushes each enterprise towards ultimate ''stasis'' which will only collapse when the firm does, as a result of some tail-risk non-linear chain reaction your [[risk taxonomy]] somehow didn't contemplate. | ||