The manner in which proposal management was conducted under the leadership of the VP was chaotic. Bid planning was done manually and haphazardly. Not a single soul in the consulting organization liked working on bids. It was almost like having one's worst nightmare when one was asked to manage bids. Larry had more than his fair share of the problem and just couldn't cope with such a chaotic place.
A couple of months passed and the situation didn't change at all. Though Larry made a number of recommendations to the VP on how to change the place, they fell on deaf ears and nothing was ever done.
The situation was unsustainable to a point that the VP realized that he had a made a serious mistake. The role should not have been created from the beginning. The proper way was to make the role redundant and offer Larry a redundancy. But this would expose his mistake, thought the VP. As a result, he started making unreasonable demands on Larry and blaming Larry on tasks that he was not supposed to do.
Poor Larry was trapped...
0 comments:
Post a Comment