A Japanese company and an American company decided to have a canoe
>race on the Missouri River. Both teams practiced long and hard to
>reach their peak performance before the race.
>
>On the big day, the Japanese team won by a mile.
>
>Afterward, the American team became very discouraged and depressed.
>The American management decided the reason for the crushing defeat >had to be found.
>
>A Management Team made up of senior management executives was formed
>to investigate and recommend appropriate action.
>
>Their conclusion was the Japanese had 8 people rowing and 1 person
>steering, while the American team had 8 people steering and one
>person rowing.
>
>So, the American management hired a consulting company and paid them
>an incredible amount of money.
>
>The consultants advised that too many people were steering the boat,
>while not enough people were rowing. To prevent losing to the
>Japanese again next year, the rowing team's management structure was
>totally reorganized to 4 steering supervisors, 3 area steering
>superintendents and 1 assistant superintendent steering manager.
>
>They also implemented a new performance system that would give the 1
>person rowing the boat greater incentive to work harder. It was
>called the "Rowing Team Quality First Program", with meetings,
>dinners and free pens for the rower.
>
>Even new paddles and medical benefit incentives were promised for a
>winner. We must give the rower the empowerment and enrichments
>through this quality program.
>
>The next year the Japanese won by two miles. Humiliated, the
>American
>management laid off the rower for poor performance, halted
>development of a new canoe, sold the paddles, and canceled all
>capital investments for new equipment.
>
>The money saved was distributed to the senior executives as bonuses.