On 2/26/07, Marc Riddell michaeldavid86@comcast.net wrote:
on 2/26/07 10:24 PM, geni at geniice@gmail.com wrote:
Knocking out even 10 of the hyperactives would lead to serious problems unless you can find replacements (and if you can could you do so now? The backlogs are getting anoying again).
Are you saying that the quantity of the product is more important than the quality of the people? If so, that type of thinking is what has seriously contributed to the cancer in the culture.
This is a common operations problem - it's hard to say "we need to slow down" when people start screaming that problem reports or issues requiring resolution are backing up and not getting dealt with in a timely manner.
It is, as far as I know, practically impossible to significantly slow down operational responses in the process of resolving structural issues. It's almost always easier to make structural changes in a nondestructive in-line manner, and work to diminish the inflow of requests.
This is one of those organization-destroying growth phases, like the "founder needs to hire a management team now and stop trying to do it all directly himself" growth phase and the "we need to formalize process now" phase. You have to figure out how to respin the process and policy in flight, or you tend to fall down and implode.