The mark of a born bureaucrat is figuring out how to do something before figuring out the details of the what, and never getting to the why. What and why aren’t exactly ignored, but they’re kinda loremipsumed away at the beginning in like 5 minutes and never revisited.
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Replying to @vgr
The key strength of a good operations manager. They will also assume the other functions have done due diligence on what and why.
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You won't know how valuable a good operations manager is until your company success depends on having superior operations. The operations manager is the yang to the strategy manager's yin
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Replying to @Tantele
My point is the cart is often put before the horse and an ops manager is all you get. What and why don’t actually get addressed or staffed at all.
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Replying to @vgr
Do you really see a lot of that in the industries you deal with?
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Replying to @Tantele
Yes, much more than I’d like to
5:54 PM - 20 Dec 2019
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