Executive Priorities

Understanding the Enigma of Executive Spending

In the world of business, many expect decisions to be primarily driven by the acclaimed triumvirate of cost, profit, and value. However, upon closer inspection, a strange pattern begins to emerge. It appears that senior managers and executives often focus their attention and organisational resources on objectives quite detached from these fundamental financial goals. The question arises – are there covert priorities superseding these cardinal business metrics?

The Proliferation of ‘Bullshit Jobs’: Scrum Masters and Agile Coaches

Let’s dissect roles that have recently gained popularity in the corporate world, especially within software development – the Scrum Master and the Agile Coach. These roles, which emerged from the need for increased speed and adaptability, were initially hailed as game-changers. Yet, it’s hard to ignore the high levels of expenditure often associated with their hiring and maintenance.

The Hidden Cost of Scapegoating

The paradox lies in the fact that despite being tied to production or service delivery, Scrum Masters and Agile Coaches consume a considerable share of resources. Could the justification for this spending be rooted less in seeking value and more in the preservation of managerial status and their personal risk reduction?

It appears that these roles serve as convenient scapegoats for managers. By entrusting these roles with the responsibility of team efficiency and speed of delivery, executives deflect criticism for delays, overruns, inter-team communication failures, and the inability to adapt to market changes. This tactic effectively shields managers from potential criticism, thus protecting their personal status and well-being.

The Disparity Between Espoused and Actual Objectives

The rise and acceptance of such ‘bullshit jobs’ point to a significant disparity between an organisation’s stated objectives and its leaders’ actual priorities. The implications suggest that the objectives of executives and senior managers might not align with cost efficiency, profit maximisation, or value creation. Instead, these leaders prioritise their personal status, risk-avoidance, and comfort, creating a gulf between an organisation’s potential and its actual performance.

Summary

In conclusion, given our societal constructs, it may be too optimistic to expect senior managers and executives to admit openly to the influence of personal status and risk avoidance in their decisions.

By understanding and acknowledging the jarring disconnect between personal and organisational objectives, we can step towards a more realistic evaluation of decisions. This understanding allows us to navigate the paradox of executive priorities, bringing actuality into sharper focus. Unless, of course, you don’t really want to know what’s going on.