"every team working to improve the customer experience - guided by leadership priorities and initiatives"
The fundamental issue is that in almost all larger companies, upper management does not trust that their employees are either intrinsically motivated to do a good job, or are smart enough to determine what "a good job" is.
So rather than having a chain of trust from upper management to middle management to individual contributors, they seek to create a measurable control system. This inevitably replaces people's intrinsic motivation to do a good job with an extrinsic motivation, which only poorly represents the company's actual goals. At this point, most people are no longer trying to do a good job, they're instead trying to make their numbers look good.
Upper management has effectively replaced real, meaningful work with a game where everybody tries to score points, and the people who don't participate in that game are eventually stackranked out of the company.
The fundamental issue is that in almost all larger companies, upper management does not trust that their employees are either intrinsically motivated to do a good job, or are smart enough to determine what "a good job" is.
So rather than having a chain of trust from upper management to middle management to individual contributors, they seek to create a measurable control system. This inevitably replaces people's intrinsic motivation to do a good job with an extrinsic motivation, which only poorly represents the company's actual goals. At this point, most people are no longer trying to do a good job, they're instead trying to make their numbers look good.
Upper management has effectively replaced real, meaningful work with a game where everybody tries to score points, and the people who don't participate in that game are eventually stackranked out of the company.