This game never gets boring or outdated – the popular hurry-up-and-wait phenomenon. It is like driving on a busy city road with endless traffic lights each one of which seems to punctuate your progress with a well (ill) timed pause. The difference in the corporate game is perhaps the fact that your act of ‘hurrying up’ is directed by someone else.
At the basic level, this game looks like a harmless prank, played on one’s subordinates and colleagues, where you set unrealistic deadlines for completing a task, knowing fully well that the next step is weeks, if not months, away from being started. And, if you arm yourself with project plans and other ammunition to chase people up, your performance is all the more impressive.
It takes considerably more experience and skill (read, skullduggery) to take this game to the next level. Let us act out this corporate drama:
It is the senior executives meeting for new product introduction at the corporate office of an automobile parts retailer. The Vice President of Sales, armed with data from extensive market research, has come up with a plan to introduce a unique new design of seat covers and other accessories for the new model of a car from a leading manufacturer. The manufacturer has planned to have this car on the market in the next two months and the VP is keen to take up the position of being the first retailer to offer these accessories to the discerning buyers and hence reinforce the company’s position as the provider of innovative solutions to its customer base.
The Director of Merchandising, known for his draconian ways of getting things done by hook or crook, to seemingly impossible time scales, jumps up and shouts, ‘This is a great idea; we will get these accessories ready in time for our stores to sell when the new car comes out’.
The Director of Merchandising calls his team on the following Sunday morning for a briefing. He has already canceled the vacations of two of his team members. He announces to his team, ‘Folks, we (not I!) have accepted an interesting challenge. We need to design, source and get on the shelves of our stores new accessories for a new model of the car (….) in 4 weeks (he is already hurrying up!). I know this is normally a six month process but, hey, you are all smart people, aren’t you?! So, let us get this done. We will have review meetings every other day (read, ‘out of the already compressed time scale, I am going to take away valuable time through these reviews which will add zero value to the process’).
The senior designer on the teams asks, ‘But, John, we need to first get the design details of the interior of the car from the manufacturer – this itself could take 4 weeks!’. John, the Director, already on his cell phone with someone else, waves his hand and says, ‘Don’t bother me with minor, operational details; you can sort this out without getting me involved’
The car manufacturer has run into some production issues and the launch of the new car is delayed by three months. Wanting to avoid public embarrassment, their COO calls the dealers and in turn the retailers and shares, in confidence, news about the delay and seeks assistance in managing the perception with consumers. The news percolates down to the Director, John, who cleverly ‘pockets’ the information!
John’s team members have been working non-stop for three weeks. They have exchanged acrimonious emails with their suppliers, had shouting matches with their subordinates and completely ignored their families. They have visited some of their stores and bulldozed the concerned store managers into rearranging their display areas to make room for the upcoming new accessories. The irritated store managers, after exchanging choice words with the ‘goons from head office’, have moved some of the (currently) fastest selling items away from their prime spot in the store to make room for the new dream products arriving soon.
This is the (original) D-day, coming two months after the first meeting. John’s team members are a nervous wreck but by moving heaven and earth (not to mention the accessories, half way across the globe) have the designated items on the shelves prominently displayed in each of their stores. The store managers, by now aware that the launch of the car has been delayed by the manufacturer, have started firing salvos (email’s) abusing the head office team. In the meanwhile, John is getting his team into a huddle and telling them, ‘Guys, great job done on the car seat and accessories project. We have ……. another critical task that needs to be completed in the next 2 weeks ….. sorry you need to hold off on your planned vacations for some more weeks….’. The senior designer begins to ask, ‘How come we did not know about the delay in the launch of the new car till today?’ but John cuts him off in mid-sentence and eggs him on towards …..you guessed it ….. the next round of the hurry-up-and-wait game!