Relayering & upsizing LO6101

Alan Mossman (
14 Mar 96 18:46:59 EST

The editorial in the UK magazine Management Consultancy March 1996 (ISSN
1351-0924) says among other things:

>"Relayering. It's here, at last. . . . . You all knew it would happen,
sooner or later. Besides, it is all good business: now you can go off and
find all those redundant middle managers who haven't killed themselves,
openned bars in Spain or found out that life's a lot more fun as a
consultant, and stick them back in their organisation.

>"The piece goes on to talk about some McKinsey staff who have "decided
that middle managers are the key to successful change. . . . if you strip
a company to its bare essentials: customers, customer facing employees and
the board, none of them understand what the other is talking about.
Someone has to sit in the middle and translate . . . .

>" . . . .

>"Companies may wish to 'relayer' now, but it may be more difficult than
they think to rekindle the flames of loyalty in their 'upsized'
workforces. Managers will, increasingly, look after number one."

:-( its all rather a sad reflection on the way we do business.

? your thoughts, reactions, experience to match -- or not ???????

I was spinning through some old posts earlier today and I recall someone
saying something about treating each client as the focus for action rather
than looking at them through filters such as BPR, downsizing, TQ etc.

Am I naive in thinking that the phenomena referred to stem from solution
driven approaches to consulting coupled with short-termism at Board level.
Both the board and the consultants seem to have ignored the cost of
(increasing) capacity.

in hope



Alan Mossman e-mail 100733, The Change Business Ltd voice (+44) 01453 765611 19 Whitehall Stroud GL5 1HA England fax (+44) 01453 752261

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