I examined an organization that was inadvertently designed to be inefficient and ineffective. Many of the operating assumptions held by its management team were dependent upon the organization having a reasonable system instead of one that foiled progress. As a result, the management team members - at least those team members who wanted progress - were frustrated.
Their tendency was to blame some of the other members or upper management. All were trapped, however, in an intricate web that had been spun over the years. The organization, to use a famous line, was getting the results it was designed to get and the results were poor.
A major turning point arrived when we were able to identify the chokepoints. One in particular had a extremely negative impact on a large number of operations.
So what happened? I'll report back. The patient is still in the Intensive Care Unit.