Line Counter
Line Counter
The First Thing We Do, Let's Kill all the Bean Counters
"Business is about people, not just numbers."
- Bryce's Law
INTRODUCTION
Nope, its not the lawyers; its the "bean counters" that are ruining business. Let me
give you an example, I know of a large machine-tool operation in the Midwest
who used to be heralded for producing quality products. To this end, the company
established an in-house school who taught their machinists how to build
products, not just any old way, the company's way. The school was led by the
senior craftsmen of the business who took pride in their workmanship and passed
this on to the new employees. When an employee graduated from the school, a
machinest not only knew his job, but took pride in his work and became loyal to the
company due to its reputation. Even if an employee dropped out and went
elsewhere, he would always recommend his former company's products
because he knew they were built with quality. This school went on for a number of
years and became a part of the corporate culture. However, in the 1980's the company
hired a team of MBA's to look over their operations and make recommendations
for improvement. You must remember, this was a time when cost cutting was the
norm. After looking over the financial statements of the business, the management
consultants concluded the school represented a costly overhead and
convinced the company to close it down.
Shortly after the school's closure, the company started to experience a drop
in morale, absenteeism and tardiness began to rise, and craftsmanship
began to deteriorate. Product quality dropped significantly and the company
began to lose customers, so much so, they eventually sold off their
machine-tool operations and went into a totally new line of business. Keep
in mind, prior to this the company was a leader in the machine-tool industry
and generated substantial profits from it.
Obviously this story isn't unique as we have witnessed several such changes
in the corporate landscape during the 1980's and 1990's. The point is,
the bean counters have taken charge of business which has triggered
sweeping changes in how we deal with our customers, our vendors, and
our employees.
LOSING THE PERSONAL TOUCH
Under the bean counter approach to business, numbers are all that
matter. Of course, paying attention to the bottom-line is always
important, but this should not result in a callous way of operating
a business. To me, studying the numbers is analogous to watching the
dials and gauges of a machine. It is like watching the speedometer
of an automobile. But if I observe an emergency vehicle approaching or
see a drunk driver nearby, I am going to ignore the gauge and do what is
proper. I am going to make a human decision and do what is best for
my passengers and myself, as well as the other surrounding vehicles. If
I only did what the dials and gauges told me, I would probably harm
others.
The bean counter approach to business represents a very mechanical
way of operating. Let me give you an illustration. I have a friend here
in Florida who is the state sales manager for a home health business
(a lucrative business for a retirement state like Florida). The company
was recently purchased and a new management team put into place
run by bean counters. After studying sales figures, management found
a salesman who wasn't making his quota and, consequently, instructed my
friend to terminate his employment. My friend knew the salesman in
question and realized he was experiencing some personal problems. After
considerable discussion with corporate management, he convinced them
to let him (the Sales Manager) work with the salesman a while longer
to see if he could help him. He pointed out to management, the alternative
was to start the laborious and costly process of recruiting and teaching
a replacement. Management acquiesced and granted the salesman a
stay of execution. Over the next few weeks, the Sales Manager was able
to work with the salesman, helped him overcome his personal problems
and rebuilt his confidence. Since then, the salesman has gotten back on
track and has been exceeding quota ever since.
Bean counters do not understand or appreciate the true business of a
company. They make knee-jerk reactions based strictly on numbers, not
on human intuition or social interaction. It is no small wonder the corporate
world has become dehumanizing. I know of a medium sized semiconductor
business in the Southeast who also experienced a similar phenomenon. The
company was founded by a man with little formal education, but a lot of "street
smarts." He took a hands-on approach to the startup of the company which
grew in leaps and bounds. As the company settled into maturity, the founder
began to slow down and brought in a new management team to take over the
reins. His new management team had some pretty slick business school
credentials but, inevitably, they were nothing more than bean counters. Under
their watch, corporate growth was arrested and the company's stock
diminished radically. Today, a company that was at one time a robust
and thriving business with loyal customers and dedicated employees is
a mere shadow of its old self.
Conducting business is more about our interpersonal relations with
customers, vendors and employees, than it is about watching dials
and gauges. As the famed W. Edwards Deming once said:
"Profit in business comes from repeat customers, customers that boast
about your project or service, and that bring friends with them."
Keep in mind, Deming understood the need for statistical analysis and
watching the bottom-line, but he also realized they were nothing more
than the dials and gauges of the business.
CONCLUSION
Under the bean counter approach we have lost the personal touch for
conducting business. Companies have become cold and calculating,
certainly not the types of businesses we want to work for or with. Always
remember that bean counters believe conducting business is simply
manipulating numbers, not in building products or servicing customers. Yet,
for some unfathomable reason, we have put them on a pedestal and expect
them to competently guide our companies. But the only thing I see them
guiding is our foreign competitors who take over our market share.
To paraphrase William Shakespeare, "The first thing we do, let's
kill all the bean counters."
About the Author
Tim Bryce is the Managing Director of M. Bryce & Associates (MBA)
of Palm Harbor, Florida and has 30 years of experience in the field.
He is available for training and consulting on an international basis.
He can be contacted at: timb001@phmainstreet.com
Copyright © 2006 MBA. All rights reserved.
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