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By contrast, the forty-year industry veteran [[chief financial officer]], who narrowly missed out on the [[CEO]] job herself, knows exactly what is expected of her, what to do, how to react to any crisis and has little need of guidance and instruction from the jammy sod who ''did'' get the big job. Or damn well ''should'' do. | By contrast, the forty-year industry veteran [[chief financial officer]], who narrowly missed out on the [[CEO]] job herself, knows exactly what is expected of her, what to do, how to react to any crisis and has little need of guidance and instruction from the jammy sod who ''did'' get the big job. Or damn well ''should'' do. | ||
Thus, note the shift in line management ''content'' as we ascend into the Gods: [[The battle of substance and form|''substance'' drops off, and ''form'' takes over]]. Line management becomes progressively ''[[performative governance|performative]]'': more about the ''appearance'' of good governance than its actual delivery. Were the CEO to be accidentally run over by his Lear Jet, the organisation would not skip a beat. Take out an | Thus, note the shift in line management ''content'' as we ascend into the Gods: [[The battle of substance and form|''substance'' drops off, and ''form'' takes over]]. Line management becomes progressively ''[[performative governance|performative]]'': more about the ''appearance'' of good governance than its actual delivery. Were the CEO to be accidentally run over by his Lear Jet, the organisation would not skip a beat. Take out an equivalent portion of the cost base in associate directors, on the other hand — in other words, about seventy — and it will grind to a halt. The challenge, therefore is selecting the right portion of associate directors to excise so that you trim mainly fat and do not “cut into the muscle”. | ||
'''The more say you get over redundancy rounds''': It should be no more flabbergasting to hear that those dodging rockfall at the base of the pyramid have ''zero'' influence on when, whether, how or by the removal of whose person the workforce should be rationalised, whereas those in the executive suite have ''total'' influence, albeit often exercised through the medium of their direct and indirect reports. Here, though, there is no straight-line extrapolation from 0 to 100 percent: A small cadre in the top three echelons are privy to these decisions, the vast majority of the rest of the workforce is not. | '''The more say you get over redundancy rounds''': It should be no more flabbergasting to hear that those dodging rockfall at the base of the pyramid have ''zero'' influence on when, whether, how or by the removal of whose person the workforce should be rationalised, whereas those in the executive suite have ''total'' influence, albeit often exercised through the medium of their direct and indirect reports. Here, though, there is no straight-line extrapolation from 0 to 100 percent: A small cadre in the top three echelons are privy to these decisions, the vast majority of the rest of the workforce is not. | ||