裁员、减薪的洗礼之后,作为这家金融机构的负责人,Stanley的压力没有丝毫的缓解,董事会对于一直不能降低的高额管理成本十分不满。当初在全面服务客户的理念下建立起来的管理体制,现在成为人浮于事的温床,官比兵多,兵比枪多,枪比子弹多。Stanley很清楚,CEO和最底层全时员工之间的组织层数都高达两位数;太多经理的控制范围过于狭窄,只有几个直接报告人,他们实际上并不是在管理,而是在岗位和工作期限内混日子;离客户两三个环节职位上的员工太多,他们中很多都位于高成本地区。Stanley也采用过基准比照之类的办法,希望大家看到员工效率低下的事实,然而部门经理们都有无视这些比照的理由。现在要减少管理费用,Stanley该怎么办?扁平化?外包和离岸经营?还是流程再造? After layoffs, pay cuts, as head of the financial institution, Stanley’s pressure did not ease, and the board was unhappy with the high overhead costs that have not been able to reduce. The original management system, established under the concept of full-service customers, has now become a hotbed of affair, with more officers than guns and more guns than guns and more guns than bullets. Stanley knows that the number of layers of organization between CEOs and the bottom-most full-time employees is as high as double-digit. Too many managers have too few controls and only a few direct speakers, who are not really managers, There are too many employees in two or three positions, most of whom are in high-cost areas. Stanley has also adopted benchmarks and the like, hoping to see the fact that employees are inefficient, but department managers have ignored the reasons for these comparisons. Now to reduce management costs, Stanley how to do? Flat outsourcing and offshore operations? Or process reengineering?