Article describes the downfall of companies like fluor very well.
"seem to have forgotten that it is the intellectual skills of the working project team that makes them successful and which brings in the revenue that supports the company. It is neither the management nor overhead staff, who provide the revenue which gives provides the paychecks for the staff and profit for the company."
"Companies currently have the practice of hiring recent graduates or recent hires and naming them as “Project Managers”, while knowing nothing about the projects they are trying to manage. It is and has been a recipe for disaster."
"whole upper management group who did not earn their way up the “ladder”, and do not have experience levels, in many situations, even equal to the staff they are supervising."
"Adding to the problem, is the false knowledge and loss of skills promulgated by this philosophy. As these outside or younger groups are hired in, or are promoted without the requisite skill set, they naturally form the opinion that they must be equipped with better skillsets than the existing staff"
"in actuality they have either laid off, or ignored and passed over the staff with skillsets far more suitable to the job. The current staff who has not been laid off, quits, and the company now has a new staff, without the ability to perform the jobs the company is famous for, all the while the sales group is out selling skillsets which no longer exists."
"Somehow everyone is surprised the company cannot perform at the project level."
"In almost every case, the people being brought in did not have the expertise of the people they were put in charge of, and the skillset, the design and engineering knowledge, and intellectual capacity went out the door when the staff quit or was laid off my the “new” crew."
"If companies feel the people in leading positions need additional skills, why not add skills, rather than add more overhead costs? Cutting upper management would provide a leaner organization, and training or taking steps to promote or train from within would not only provide more confidence in the organization, but enable the organization to retain the skills they already possess."
"Sometimes the company is trying to break the “good ole boy syndrome”, or “buddy system”, by bringing in new staff. Unfortunately, in many cases, it was the knowledge and experience wrapped into these systems that actually made the company successful."
"There is always an excuse that there is a downturn in economy, but a skilled team of workers will stave off that downturn much more readily than losing your workers to competing companies. Much of what we do ends up being political, and not focused on project delivery. We don’t always have to like someone personally to recognize their skills and value to the company and team."