Slaying Sacred Cows
May 2009
There has been a lot in the news lately about General Motor’s decision to discontinue Pontiac and either sell or discontinue Saturn and Hummer. It wasn’t that long ago when GM included 6 separate divisions (Chevrolet, Cadillac, Oldsmobile, Buick, Pontiac and Saturn) that all produced cars that significantly overlapped each others’ markets. While a certain amount of duplication might have market value and the brands had some market power from their near century-old tradition and brand loyalty, the fact is that this level of duplication did not make economic or business sense.
But can you imagine a long-time GM employee, perhaps an executive who had worked their way up from the Pontiac division, recognizing that Pontiac had to go in order to save GM?
In my 30 years as a consultant, I’ve often felt that one of my most valuable contributions to clients was my ‘outsider-ness’. Many times, I could immediately see and recommend changes that would improve things simply because I was able to look at the situation without being influenced by the history, politics or ‘personality’ of the company. I was not bound by the traditions and the folklore that imbues every group of human beings with common history. I could look at the situation objectively, and use my experiences with other companies to bring in ideas that were new to this group, but proven elsewhere.
Sometimes the changes were relatively trivial in cost and effort to implement, and other times the changes would be huge and traumatic. Plus the suggestions were not always accepted. But that didn’t make them any less valid – it is always management’s decision whether to make the change or not.
I can’t think of a single instance where there wasn’t something that could be done better, easier, more efficiently, or more effectively. I’m not saying here that I’m necessarily smarter than anyone at these companies; I had the advantage of objectivity when I came through the door. The company employees were blinded by the context, unable to see the situation without being bound by the internal factors that caused these policies and procedures to be put in place.
It is especially important, in challenging times like these, to go beyond the usual small process improvements and look for breakthroughs. That frequently means slaying a few sacred cows. Unfortunately, it is very difficult to even recognize these opportunities from inside the company so it might take an outsider to bring everyone to the realization.
My 30 years of manufacturing consulting experience could be of use to you, along with my objectivity. Together we might find opportunities to reshape your business for future success. Send us an email if you’d like to talk or want more information.