Author: rge

Why this article?

Now, for a change, a topic in which satirical exaggeration is not so easy for me.

What might be the reason? Maybe the topic is simply too close to my heart, too important to me. Also, I have not yet completely penetrated it myself, thought it through to the end, internalized it. At least that’s what my gut tells me.

I already question the title again. Shouldn’t it actually be “I” instead of “you” (or at least “we”)? But it’s OK. After all, I already have a certain advantage, because I have already dealt with it. That’s enough of doubt. What is it about? It’s about risk management.

Continue reading “Do you operate a high level of risk management or self-deception? (1)”

This contribution is a joint production by the harlequins RGE and BCO.

RGE: We enjoyed celebrating at our office. Good deals, for example, or new customers. With bubbly.

Sometimes business even went much better than expected. From the management’s point of view, this was not very fortunate because our units were organised as profit centres. The general demand for business growth was about 5% per year. If it was actually higher, it automatically increased expectations the following year.

Continue reading “How the office came by a room full of champagne”

Have you noticed those stickers? They are proudly displayed on cars – mostly on the back and often on vehicles like the KIA Carens and the Peugeot 807. Very rarely or not at all on a Mercedes Benz SLK or an Audi TT. You may think: “Oha! The latter vehicles are well-endowed with horsepower, while the former are in need of it.” With this I counter with the Opel Tigra Twin Top, which even with the largest engine produces a modest 125 bhp. Now you might think: “Eureka, I‘ve got it. The latter are made by German carmakers and the former are from countries less skilled in car making.” I counter such a foolish assessment with a dry “Citroën C3 Pluriel”, a convertible like SLK and TT, which is built in a country that stands for French bread and overpriced red wine, and in terms of power potential still lags behind the above-mentioned Opel.

The former often sport small screens at the back fastened to the headrests, which is never the case for the latter. To all those who now think: “The latter can only accommodate two people, while the former can accommodate six to seven”, we can only shout “Brilliant!”

Continue reading “Who cares?”

Blame Management (Part 2)
Undocumented, but practised processes of project management

While in Part 1 we introduced ourselves to the significance of this falsely demonised topic in society and companies, it is time now to become more concrete.

This requires a common understanding of what it is all about.

Definition of terms

The English term “blame” has also been very common in the German-speaking world for some time, but there it is increasingly used in its progressive form of “blaming”, i.e. accusing someone of something. In my opinion, we should expand the definition in the corporate environment in such a way that it better fits actual practices:

“Assigning responsibility for negative events or circumstances to the lowest still plausible, but politically most defenceless hierarchical level.”

Continue reading “Innovation or decay?”

Undocumented but practised processes of project management: Blame Management

Many, perhaps even countless approaches and best practices can be found for projects and for dealing with projects. Often they differ only insignificantly, which stems from the nature of things, or better said, from the nature of project management. After all, there is a certain consensus about the most important aspects and topics in this environment. Only in the weighting of the topics and then possibly in the details do the different approaches differ. However, one thing strikes you: not all the important procedures commonly used in practice are included in these descriptions. And these tried and tested approaches often make the difference between personal success and personal failure. We need to bridge this gap.

The following is a detailed and process-oriented description of one of the most important aspects of successful project work: the process of blame assignment and administration (blame management).

Continue reading “Innovation or decay?”

Once upon a time there was a great king who had ruled his country for many years. He also had a beautiful daughter, who grew up with frogs and dwarves, but that is completely irrelevant to this story.

The king had learned to protect his kingdom successfully against invaders and raids and had fought many a battle. He had a big, strong army, so nobody dared to attack; there was peace in his country for a long time. 

But more and more travellers reported incredible changes in other parts of the world.  Previously unknown kingdoms rose rapidly, while others disappeared into insignificance at the same speed.

Continue reading “The fairy tale of predictability”