I am very close to reaching quinquagenary year of my
corporate lifespan. Fifty years of engineering, management & leadership. It
was full of sparkling successes as well as dismal disappointments. Maturing
from an inexperienced young spearhead engineer to a thoughtful & knowledgeable
mentor. Although this period was memorable it was always demanding.
Witnessed an immense era where historical episodes were
written highlighting transformation cycles. One thing was certain, stability
never lasted for more than a brief period. It was resembling the famous
economist Nicolai Kondratieff sequences. He has defined the phases in four
stages. Prosperity, Recession, Depression, and Improvement.
These terms describe long-term fluctuations in prices, interest rates, and
overall economic growth. Nowadays paramount differences are shorter, deep valleys
and higher peaks crop up instantly. Decisions are squeezed into nick of time. So
called an impulse function not like the smooth curves of Kondratieff curves.
I must have been lucky to have chosen electrical &
electronic engineering which has bilateral relationship with all industries
large and small. Learning customer business plan ahead of an offer is as crucial
as always. Talking to the right section of an organisation has become a field
expertise on its own.
What I am going to highlight, is a small percentage of
involved; thus it is worth to acknowledge those who have dedicated their time
and efforts for success. The reason behind my argument lies in the fact that a
single example may set a precedence.
Personally during fifty years of prosperity and crises
management I have learned the value of appreciation and communications.
Internal dynamics have become more relevant than what the customer really
wanted. Structures were rigid and are based on significant slow progresses.
Objection had evolved to routine responses. Newness was replaced by mediocre
traditional movement.
Therefore to be able to keep such a formation, line managers
reverted to build walls around their lands of responsibility.
Thus emerged a feudal
management architecture, housing a prickly shell and a stubborn enclosed
core. I call this behaviour as walnut
& chestnut variety of management approaches. As a side note, would you
consider incoming AI will further
raise these walls higher as well as the increasing thickness? Hoard
power—requires a mix of strategic diplomacy and systemic pressure. You aren’t
just changing a person; you’re shifting a culture that rewards gatekeeping.
Let me share couple of remedies, as a tactical roadmap to
break down those silos and modernize the hierarchy.
Transparency: As
a solvent since feudal structures thrive on information asymmetry. When a
manager controls the flow of data, they control the people. I have observed
messages being reframed to prioritise second agendas’ rather than corporate
alignment.
Centralizing
Documentation: Move project tracking out of private emails and into shared
platforms. Once the data becomes, public and unfastened, the "Lord of
the Manor" loses their leverage.
Default to Open:
Establish a culture where meeting notes and decisions are shared by default.
This makes "hidden deals" much harder to maintain.
Command to Context. Feudal
managers love giving orders without explaining the why, which keeps subordinates
dependent. Support confidence in communications outside of the group,
especially upper management.
North Star: Reasoning,
when an explanation is presented, ask how this specific metric lines up with quarterly
targets.
Forcing the Big
Picture: By constantly tying tasks to high-level company goals,
organisation evolves socially awkward, for a manager to operate in a vacuum.
Building
Cross-Functional Bridges: Feudalism relies on isolation. Make sure the team
is encouraged to correspond openly with other departments. You get trapped if
the team conveys reports that are rechecked over & over again.
Socialising. Strengthen
relations with strong bonds through collective friendly gatherings. Life should
not be business all the way, rather keeping on enjoying and having fun should
be part of real living.
Horizontal Maneuvering:
Building direct relationships with peers in other departments. Getting to
figure out diversity will certainly be nourishment for intellect.
Creating Value
outside the Silo: When other departments rely on your team’s output
directly, the manager can no longer act as the sole gatekeeper. Consequences
would look like a bottleneck to the entire organization.
Performance Metrics: Over
loyalty in many "walnut- chestnut"
structures, people are promoted based on loyalty and obedience rather than
output.
Quantify Everything:
Use data to define success and advancement. It is much harder for a manager to
suppress a high-performer or protect a "favourite" when the numbers
are visible to upper leadership.
Push for Anonymous
Feedback Loops: Feudal managers often manage "up" without a
doubt, while being prickly "down." Exposing the underside of that
shell is crucial. Under tender heat, chestnuts open up the shell,
quickly releasing aroma and the taste. Like the famous “Bursa Kestane Şekeri”. On the other hand, gigantic
trees live 100+ years, reaching to 30m in height, making walnuts harder
to penetrate. Warmth only would not be sufficient. Whatever the appeal would be
it should be managed with dignity and honour.
Education &
Learning: Is a very sensitive matter in hand. There would be many
overlapping and lasting strategies for healing. There are no quick fixes. Yet one
of which could be to rehabilitate through unlearning. Identifying deep
paradigms and striving to relieve unacceptable attitude. I can list many more
soft skills to rectify the mind-set. I should be able to write more on this
subject in later articles.
Powerful use of AI: Should
be prudent and cautious in adaption. Otherwise further intensified protection
will be sculptured around the circle of jurisdiction.
Comparison:
Feudal vs. Modern Management
|
Feudal (Walnut-Chestnut) |
Modern (Network) |
|
|
Communications |
Top Down |
Multilateral |
|
Tranparancy |
Power Source |
Empowering |
|
Problem Solving |
Blaming |
System Oriented |
|
Goals |
Status Quo |
Scalable Growth |
Word of Caution: Cracking
the shell can be messy. If the "feudalism" is baked into the CEO's
philosophy, these tactics might lead to friction rather than change. Ensure you
have allies in leadership before you start dismantling the fortifications.
Walnut-chestnut -
I have attempted to examine a rare, age old tale. Unquestionably durable,
resilient formations are common. I have touched base on a friendly chat and a
tete-a-tete discussion. I hope you are walking away with instructive and elucidative
acumen.
Best wishes & good luck.
