After more than ten years blogging here I have pretty much given up the struggle. I – like so many others – have failed to get any justice from the org. I was once offered a bribe to go away - £10,000 (first as "expenses" which they changed to "ex gratia" when I asked "what expenses?") to drop my complaint formally offered by the “trustees” – and if I had accepted it then the BC could have pointed to that as an outcome. But I didn’t because there was no truth and no justice. The organisation lacks integrity in the same way that it lacks purpose or credibility. Yes, it has political support but, I believe, only from the effete and out of touch, the foolish and the ignorant. If there is anybody left in the real world who thinks the organisation is more than a parasite, an insult to the intelligence, feeding off the taxpayer to usurp work by genuine enterprise, to provide pointless employment purely focused on self-perpetuation, I invite them to read a newly published interview with their “Chief Information Officer”.
It’s quite long, so if you would rather just get a sample, here is an unedited excerpt.
How as CIO have you driven cultural and behaviour change in your organisation, and to what extent?
This is an area close to my heart. Our organisation is about cultural relations, about building friendly knowledge and understanding. This is something that I espouse internally, by being honest and aiming for the win-win, and modelling the behaviour that brings us closer. I have introduced business partnering, our cultural norms (humility, credible assertion and critical loyalty) and introduced global team briefing activities to bring my dispersed teams together. In our team we hit the headlines in our organisation by introducing a social media campaign on #mycontribution not only to help the team see where they fit but also to drive a step-change in how the rest of the organisation viewed the professional services. There is more to do here, but some exciting changes.
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As a former deputy DG used to say to me when I drew attention to certain shortcomings in the org, “What can I say?”.
These people are so far gone they can’t see what they have become.
