Ups and downs

So, I get into work tomorrow determined to let things go and, of course, two things happen.

First one is someone does something inappropriate which basically threw me under the bus. It was recognised as being wrong and management scrambled to rectify the situation, but a lot of the damage couldn’t be undone. Safe to say I had steam coming out of my ears.

Then later in the day I have a meeting with the enigmatic digital manager, the guy ultimately responsible for the project I’m managing. We meet downstairs in a café and talk confidentially. Probably as I’m writing this (8.47am) he’s presenting to the board a strategy he wants them to opt for. It’ a departure from the present steady as she goes philosophy and is contentious with many. It accords with both my assessment of the business and my general philosophy. The things we do should be determined by an overarching strategy and be part of a roadmap in which one things leads onto another. Momentum is built that way and economies of scale achieved.

For this business it’s quite a bold strategy and there’s no certainty it will be adopted. If it is there will be a whole raft of related projects and BAU activities, and he wants me to be responsible for a great slew of the operational components of that. I would basically become a channel manager, which would suit me fine and satisfy much that I need. It changes the conversation from the other day – maybe there is hope here, and maybe I can move on.

The other side of it is if his proposal is not adopted. In that case he reckons there’ll be no place here for him and he’ll move on, and it’ll probably be the same for me It’s all a gamble.

What do I think? I know this place. They’ll aim for a safe compromise solution that satisfies no-one. It’ll blow up to the point they need to make a cal. Which call I don’t know – there’s a lot of politics involved.

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