Friday, March 13, 2009

Job, part 17

So now it has come much clearer that P, the main department director, has slowly taken over the world and made it his. In his about three years since he has arrived, he has managed to do the following:
- get put in charge of all product development
- get the corner office, displacing his boss S, the departmental VP
- marginalize all other managers and directors who preceded him in the department
- get former associates hired, and reporting to him
- push the accomplishments of those hired under his auspices, solidifying his power
- initiate outsourcing of much company operations
- initiate outsourcing of these company operations to an outsourcing company he had dealt with in a previous position (does this sound a little too cozy, and suspicious to you, too?)
- get most major products on the track of being entirely outsourced, all except the one product that is his pet project.
- determined how and what the development process will be for the next new product

What made it possible is the slowness in which it happened, slow enough that no one stood up and noticed. Now, things have moved so far, that it is not clear what could happen to pull back from the precipice. Assuming, however, that anyone actually sees these things clearly enough.

When P was interviewing, S held a meeting with a number of us to discuss P. At the time, S said that what he was adamant about was to avoid hiring someone (I'm paraphrasing as I don't recall his exact words) who 'would demand a large office and have people come in to kiss his ring.' Now I can't speak about ring kissing, but what P did eventually accomplish was to complain about his needing a larger office, get renovations to occur, and move S so he (P) could take the corner location.

I cannot say whether S recalls that meeting, nor if most others who were there do. I do know one person who does, but like myself, has been marginalized as well.