For example, the new Steel Melting Shop with latest steel production facilities was not able to sustain its production because of a technical snag on its gas cleaning facility. The latter came up with latest technology and was supplied by a reputed European company. Though the plant had been commissioned, the production of steel could not pick up because the gas cleaning plants would break down so soon. Unless the company produce the crude steel in this department it cannot possibly make the saleable steel in the other production departments! Capital employed by the company in the billions was not making any returns !
But the problem was not getting solved. More and more experts were requisitioned from other countries as well and their suggestions were getting tried one by one. But the problem remained unsolved.
That was his simple logic !
He created a large CXO Secretariat filled with a large team of officers to assist him. No one was normally allowed to meet the CXO, unless approved by his Secretariat.
I was not involved in the said project in any way. Yet, I felt that this was some thing important and I should have a look in to it for the greater interest of my company. So, I studied the whole issue independently and found that the new facility which was going to be incorporated was to create a greater technical problem later, seriously affecting the plant life and productivity. Technically, the new system which was going to be installed was not at all required and if incorporated as such was going to cause a major bottleneck after some time, instead of having the benefits as envisaged.
So, I met the top officer who communicated the issue to me and informed him of the consequences the company would have and gave my technical advice of not incorporating this new system. But this officer informed me that it was such an issue that he would not be in a position to inform Mr Y. He advised me to meet the Chief Executive, if possible. So I made attempts to meet him, but his Secretariat denied me permission by citing various reasons of pre-occupation and busy schedules of Mr.Y. It is to be remembered that they knew our previous relations and about the desire that he expressed to get my technical views.
Then the last thing left to me was sending a direct message to him. I did that too, hoping that the persons in his Secretariat would judge that an important one and bring that to his notice.
Apparently that did not happen. Shortly, the new facility was commissioned. I remember telling a few of my colleagues about the blunder made and the possible failure of the production facility in the near future.
It happened the way I thought. The iron making facility which was renovated by spending huge amounts have been spending millions again and again to off set the problems that kept developing. Major investments are being done and productivity is affected adversely. The facility which was created to produce crude iron trouble free for at least a couple of future decades is failing every now and then. Much money and efforts are spent to keep it running with frequent shut downs and repairs.
During the short period of about two years as the CXO, many apparently invisible acts of Mr.X made the company fare very well in the next many years. His acts had a long term positive effect. I have knowledge of many such things and in a few other cases also I was personally involved.
Mr.Y remained in the seat of the CXO for nearly four years. He got a good working company to manage. But the way he performed his function as the chief executive mostly caused long term negative impact on the company. Though he had left the position, his style of management had set in a negative slide for the company.
What was the personality trait that made it possible for Mr.X to effect a better future for the company?
What was the personality trait of Mr.Y that caused the company to slide down ?