HMS and Yale decided to have a boat race on the Charles River. Both teams practiced hard and long to reach their peak performance before the race. On the big day of the race the Yale team won by a mile.
Afterwards, the HMS team became very discouraged and morally depressed. The HMS management decided that the reason for the crushing defeat had to be found. A "Measurement Team", made up of senior management was formed. They would investigate and recommend appropriate action. Their conclusion was that the Yale team had 8 people rowing and 1 person steering, while the HMS team had 1 person rowing and 8 people steering. So HMS management hired a consulting company and paid them incredible amounts of money. They advised that too many people are steering the boat and not enough people are rowing.
To prevent losing to Yale again the next year, the rowing teams 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. "We must give the rower empowerment and enrichments through this Quality First Program."
The next year the Yale team won by two miles. Humiliated, the HMS 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. Then they gave a High Performance Award to the steering mangers and distributed the money saved as bonuses to the senior executives.