Let’s Talk About That

I recently came across an article in Forbes titled, Most Annoying Business Jargon. So I wrote a whitepaper that incorporated each word from the article. Enjoy.

“Let’s Talk About That” 

The international operations’ group core competency focused around a vertically integrated strategy where buy-in was required to coordinate functions across departments. Project managers needed a channel to communicate feedback, so a swim lane was established to better empower those resources. It wasn’t until the team drank the kool-aid that they were able to move the needle. The company established itself as a player on the bleeding edge of its industry. Tiger teams and swat teams rallied around the idea to create a burning platform with lots of moving parts. Corporate values notwithstanding, the tendency of outside players was to make hay to show short term results, but the end product wasn’t scalable. After careful budget planning, the committee was tasked with compiling a list of best practices to assist the corporation in thinking outside the box. Participants found that the exercise was very effective in getting all the ducks in a row. The resulting benefit to the organization was that an ecosystem was created to present solutions in collaborative manner. Ideas were first socialized and when a quorum of the managers agreed that one should be pursued, they inevitably found that the process did provide the most leverage, which is critical in a vertically integrated organization best optimized to provide full service to its stakeholders. Those responsible for drilling down into the details were often the least likely to go over the wall with their findings and so the methodologies for accretive growth weren’t fully optimized. “It is what is is” was exactly the type of thinking that change agents sought to improve with more robust strategies, so when those items were taken offline, the team more fully synergized and optimized learnings. Still, some wished to boil the ocean before reaching a hard stop. But McKinsey and company was able to pull out the stops and create a proposal which had the most impact for the organization. Because McKinsey and company gave 110%, the body of work was produced at a price point which took everything to the next level. Solutions which are cut and dry are not always within the window of opportunity because of labor efficiency and out of pocket resources that are better used for grabbing the low-hanging fruit instead of peeling the onion.

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