> But that's only true if you look at the "medium view" of the organization. If you look at the large view, how the money actually flows, then it might be beneficial for one part like IS&T to be kind of broken, as long as the rest of the company works.
To a degree that's true. However I'm reminded of the CEO of Sears, who embraced that concept entirely. He expected each team essentially to battle for funding -- with (unsurprising) result that it was a free-for-all and teams spent more time wrangling and fighting than actually getting stuff done.
A little competition motives; bellum omnium contra omnes is just a waste of resources.
Well, the mistake there is to not try and convince your teams they're doing what they do because it's the 'right thing' or that they're the "best" and he's proud of them, or whatever whatever non-monetary incentive one can think of that often is surprisingly effective.
To a degree that's true. However I'm reminded of the CEO of Sears, who embraced that concept entirely. He expected each team essentially to battle for funding -- with (unsurprising) result that it was a free-for-all and teams spent more time wrangling and fighting than actually getting stuff done.
A little competition motives; bellum omnium contra omnes is just a waste of resources.