o you share my feeling that something isfundamentally wrong with the direction andmanagement of numerous companies, profitand non-profit alike? At one time, top management usedto engage in long-term strategy, first and foremostdealing with the intrinsic vitality of their organisation;their functioning and their attitude resembled goodfatherhood.Nowadays, they are “busy, busy, busy” with short-term results (the quarterly figures almost being long-term), while mainly exhibiting their own alleged virility and power. The fathers of our organisations havebecome unfaithful macho-men.Mergers (as they are announced on an almost daily basis) and take-overs (as they regularly turn out) aretheir ritual dances and the financial markets their DJs.The very fact that, in the meantime, these organisationsmust be economised, rationalised, reorganised, closeddown, hived off, trimmed down, outsourced, offshored,etc, is an unpleasant incidental circumstance, but, of course due to the omnipresent globalisation, just ashard-core reality as their golden salaries, theirplatinum bonuses and their saffron handshakes.“That’s just the grim way markets function, but,fortunately, they function the same for everybody,” is theinevitable response. Money is no longer earned by economic activities, but by money itself.Do you also share my feeling that something isfundamentally wrong with the information management of these organisations?
convergence vol 7 no 4
Meaningful information management requires assertive information managers, argues guest editor