Many people have noted that the sabotage techniques listed in a Second World War espionage manual seem to have somehow migrated into a lot of management texts in the last few decades. Here he imagines what an updated version of the manual might look like:
In 1944, the Office of Strategic Services — the predecessor of the post-war CIA — was concerned with sabotage directed against enemies of the US military. Among their ephemera, declassified and published today by the CIA, is a fascinating document called the Simple Sabotage Field Manual (PDF). It’s not just about blowing things up; a lot of its tips are concerned with how sympathizers with the allied cause can impair enemy material production and morale […]
So it occurred to me a week or two ago to ask (on twitter) the question, “what would a modern-day version of this manual look like if it was intended to sabotage a rival dot-com or high tech startup company”? And the obvious answer is “send your best bad managers over to join in admin roles and run their hapless enemy into the ground”. But what actual policies should they impose for best effect?
- Obviously, engineers and software developers (who require deep focus time) need to be kept in touch with the beating heart of the enterprise. So open-plan offices are mandatory for all.
- Teams are better than individuals and everyone has to be aware of the valuable contributions of employees in other roles. So let’s team every programmer with a sales person — preferably working the phones at the same desk — and stack-rank them on the basis of each pair’s combined quarterly contribution to the corporate bottom line.
- It is the job of Human Resources to ensure that nobody rocks the boat. Anyone attempting to blow whistles or complain of harassment is a boat-rocker. You know what needs to be done.
- Senior managers should all be “A” Players (per Jack Welch’s vitality model — see “stack ranking” above) so we should promote managers who are energetic, inspirational, and charismatic risk-takers.
- The company must have a strong sense of intense focus. So we must have a clean desk policy — any personal possessions left on the desk or cubicle walls at the end of the day go in the trash. In fact, we can go a step further and institute hot desking — we will establish an average developer’s workstation requirements and provide it for everyone at every desk.
This would explain some of the management policies at a few places I’ve worked at over the years…including the software company where I first met Charlie.
