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Comments (2)
The 'operational efficiency' talk is just a script they pull out whenever margins need a temporary boost for shareholders. I’ve been through three of these cycles in the last decade, and it never ends well for the middle layer. They push the remaining leads until they break, then claim the role was 'redundant' once the department hits rock bottom. If you’re feeling the pressure, you’re reading the room correctly. It’s time to start looking elsewhere because this ship is shedding weight, not gaining momentum.
Honestly, the skeleton crew strategy has been the standard operating procedure for a while now, but the tone has definitely shifted. It’s no longer about getting the work done; it’s about doing it with fewer resources to satisfy some consultant's dashboard metrics. My advice is to stop trying to cover the gaps. If the work doesn't get finished because the team is stretched too thin, that’s a failure of management’s planning, not yours. Don't burn yourself out trying to fix systemic issues that they clearly don't want to fund.