Some of my most influential career years were spent as a consultant with Price Waterhouse. For close to seven years, I worked on amazing projects for exciting companies in differing industries. It was heady times. C-Suit-ers listened to me. Partners expanded my responsibilities.
This was the mid to late ‘90’s. A time of Total Quality Management, Delayering, Six Sigma, Knowledge Management, Management By Walking Around, Performance Management, and more. It an era of trends, fads and buzzwords. To be honest, we were all caught up in these flawed, quick fixes.
Consulting firms extolled the virtues and rewards of these methodologies. One that I have not mentioned was re-engineering. I actually served in a practice area with that title. We now know that it was a close relation to dispassionate Taylorism. A brand of scientific management. Taylor himself loved a stopwatch and a clipboard. He advanced the assembly line while reducing human resources (people, not the department) to units in a problem.