Corporate Strategy Comic Strips - Page 5
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Boss: The employees who took your class on negotiating are complaining that they learned nothing. Dogbert: I heart those same employees scheming to vandalize your network. Boss: Now that's all I can think about! How did you do that? Dogbert: Gotta go.
Boss: I don't think I'm doing enough to create a false sense of urgency. Catbert: Are you still a sociopath? Boss: That's the easy part. Catbert: Now add a meaningless deadline and some fear.
Boss: Wally, did you Uberize the slide deck? Wally: I harmonized it in the cloud. Boss: Are we ready for a trans-domain kick-off? Wally: I put a disruptive mesh network in the microservices of the Internet of things. Boss: Will that be good enough to "ask the fridge" or do I need to start disintermediating? Wally: It depends on if we have enough bandwidth to growth-hack the analytics. Boss: I just hope our clicks-and-mortar strategy staircases. Dilbert: I'm almost certain that was nonsense. Wally: Sometimes it's about the journey.
Boss: We are going to start monitoring employee productivity in real time. Any questions? Dilbert: I need one clarification. Are you saying you removed the last shred of human dignity from our jobs and reduced us to nothing but a meat machine that suffers in a state of perpetual inadequacy as each person is compared to an arbitrary and ever-growing goal until there is no realistic way for the employee to find happiness through natural means? Boss: That's one way to look at it.
Boss: I hope that clarifies our strategy. Questions? Dilbert: From what you said, I can't tell if we're in the hardware or software business. Boss: We're B-to-B. Dilbert: How much do you with that meant something?
CEO: How many employees did you say took paid medical leave? Catbert: All of them. A typo on our wellness website listed stress as an illness instead of a cause of illness. CEO: Is it too late to backpedal on the wellness thing? Catbert: I'll just fix the typo. It's all good.
Dilbert: I'm concerned that my personal goals do not align with our corporate strategy. For example, I would like to be happy. What does the company want? Boss: Well, nothing along those lines.
Boss: We need a bias for action. Dilbert: Does listening count? Boss: That's not action. Dilbert: So... you don't want me to listen to you? Boss: I didn't think this all the way through. Dilbert: Tap me on the shoulder when you're done.
Wally: I did a huge amount of work this week. I created a matrix that compares all of our technology options. Boss: Can I see this alleged matrix? Wally: It's in my head. I didn't see a need to write it down. Boss: How would I know if you did it right? Wally: You're not an engineer, so you wouldn't know it was right even if you saw it. You tell me to "work smarter" but you get angry when I do. Boss: You're not allowed to do your work in your head! Wally: Which body part do you use?
CEO: Revenue is dropping, but don't panic. We have a new strategy that will fix everything. Dilbert: How do you know it's a good strategy. CEO: I can tell by looking at it. Dilbert: Why don't all failing companies create great new strategies and become profitable? CEO: Hmmm. Good question. Dilbert: Maybe it's because no one can tell a good strategy from a bad one, but acting like you know the difference gets you a bigger paycheck. CEO: I just need buy-in for the strategy. Wally: If you give me a raise, I can pretend to know it's good.