Just an abstract scenario, because I don't want to get anyone (or myself) in trouble: Publisher owns print rights to backlist title. Publisher does not promote said title, resting on the title either selling well on its own or rotting. Publisher has first dibs at electronic rights, fumbles them with a bad offer. Other publisher … Continue reading Why anyone can succeed at publishing, or why publishing is failing
And here I am. I can’t distract myself from my employees’ fates without the truth of my own progression breaking my concentration and ruining the numb experience of it all. At home, I can’t pick a show to watch, and when I do settle I pay it little attention or far too much. I’ve stopped sleeping well. I get little to nothing out of it, the six to eight hours dwindling away regardless of their productivity. My dreams haunt me.
What's truly at stake in the discussion between hierarchies and adhocracies is the way in which projects are managed. This situation is not, though I enjoy Mark's rhetoric, a meeting of the finite and infinite, but rather a clash between an old paradigm and a new one where the business world is awaiting a widespread shift from one to the other. If we assume that these stated management problems will continue even after the widespread adoption of the new project management paradigm, are we left with the cataclysm Mark discussed in the linked entry? No; rather, we're left with an old question which wants to guarantee security in an endeavor (That is, Who is responsible for completing the project?) to a question that seems to have less though actually implies more security (Namely, Can the project be accomplished?).
It's likely you'll be fired, and best to leave with your head high than covered in corporate-monkey feces.