A personal anecdote. Many, many moons ago I started my research career at a large multinational organisation in a profitable steady business. I enjoyed the job, the perks were nice, I did the work and did well in the system. Some years later my group were asked to take a training course run by an external organisation. We were set a scenario “Imagine your company has only money for 6 months? What are you going to do about It?” We, cossetted in our big company mindset, thought the question hilarious and ludicrous.
Fast forward a number of years, the company closed our site down and I went off and joined a start-up, Very soon we all found ourselves in exactly the scenario depicted in the training exercise. We managed to survive. I’ve worked in small/smallish organisations ever since. There have been ups and downs but on the whole I wouldn’t have changed anything.
This is perhaps slightly tangential, though likely consequential to the Middle Manager Hell the OP describes. The big company environment made it easy for us to be complacent and comfortable, and hard for us to follow up the high risk high/profit ideas that might have made a big difference to the bottom line.
This was a long while ago and since then at least some big companies have tried various initiatives to change this kind of mindset. So perhaps things have changed in some large multinationals. Can anyone else comment?
A personal anecdote. Many, many moons ago I started my research career at a large multinational organisation in a profitable steady business. I enjoyed the job, the perks were nice, I did the work and did well in the system. Some years later my group were asked to take a training course run by an external organisation. We were set a scenario “Imagine your company has only money for 6 months? What are you going to do about It?” We, cossetted in our big company mindset, thought the question hilarious and ludicrous.
Fast forward a number of years, the company closed our site down and I went off and joined a start-up, Very soon we all found ourselves in exactly the scenario depicted in the training exercise. We managed to survive. I’ve worked in small/smallish organisations ever since. There have been ups and downs but on the whole I wouldn’t have changed anything.
This is perhaps slightly tangential, though likely consequential to the Middle Manager Hell the OP describes. The big company environment made it easy for us to be complacent and comfortable, and hard for us to follow up the high risk high/profit ideas that might have made a big difference to the bottom line.
This was a long while ago and since then at least some big companies have tried various initiatives to change this kind of mindset. So perhaps things have changed in some large multinationals. Can anyone else comment?