2452 Challenging Efficiency in a Globalized World: A Reflection on Company Programs and Autonomy

 

This year, my company introduced a series of programs aimed at streamlining time and cost efficiency. The premise was simple: identify one common, practical action that could make a tangible impact—whether reducing meeting times or declining non-essential invitations for those without decision-making roles.

I participated with genuine intent, applying structured frameworks to identify essential actions. My team worked diligently, producing a shortlist, and eventually, we agreed on one key action. At the time, I felt confident that this initiative would drive business efficiencies, enhance our work environment, and ultimately contribute to profitability. I still believe that programs like these can be powerful drivers of success.

However, after several weeks of reflection, I began to have doubts. The core question on my mind: Is such a program always applicable to large-scale organizations, particularly those with portfolios exceeding €30 billion? My company, with over 100 years of history, holds a strong, traditional portfolio. Yet, as a conglomerate, we also operate in new and diverse industries. I began to wonder whether the chosen action was perfectly aligned with the needs of our legacy portfolio but less suitable for the emerging ones.

This uncertainty sparked a deeper concern: could the program inadvertently overlook the risks of globalization—a topic I previously explored in my blogs Vol. 2401 and 2402, which delved into the dangers of totalitarianism within globalized frameworks?

For example, one team decided on the action: "No regular meetings." While the intention might have been to eliminate unnecessary meetings, I see a potential issue. For teams following a lean startup model, regular meetings (such as Scrum or cadence meetings) are vital for maintaining communication and creating structured touchpoints. If replaced by only ad hoc meetings, these teams may lose coherence, resulting in less maturity and, ultimately, diminished productivity.

In my earlier blogs, I discussed the risks of globalization. I encourage readers to revisit them, as I believe these risks remain relevant in today’s corporate world. While globalized operations are one of my professional strengths, I am also a staunch advocate for individuality and autonomy. Striking the right balance between global systems and personal freedom is a challenge I continuously wrestle with, and it remains my ultimate agenda.