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Unfortunately, many of these projects ultimately fail because employees correctly see them as “one-off” initiatives, the endeavors du jour of their peripatetic chief officers who will soon move on to newer and shinier things. Once the consultants leave or a new project begins, old employee and organizational habits revert. Bad data begins to creep back into the picture, undermining much of the work that had been done. New processes are ignored because people hate change and aren’t held accountable for their actions—or lack thereof.