As I walk along..

Some times back, one of the business division needed to evaluate their existing operation status and to look for ways forward. So the manager appointed a panel of six consultants each of them work on two or three areas of the operations. Upon completing their tasks, the consultants submitted their reports detailing their findings and recommendations. However, the property section was not entirely sure whether to adopt all or some of the recommendations. So a further three consultants were appointed to review the reports submitted by the six consultants. Eventually, three consolidated reports were produced. These three reports also included comments and recommendations of the three later consultants. At this stage, the property section become more confused and there were then a total of nine reports each containing their own findings and recommendations. To overcome this mess, a tenth consultant was then appointed to review all the reports with the aim of producing a grand summary report. The grand report was to state in no uncertain term what needed to be done and how the property section was going to do it. Eventually the final summary report by the tenth consultant was accepted. Meanwhile hundreds of thousands of consultant fees had been paid. A contract tender document was then drafted to procure a contractor to implement the grand findings. When the tender document came up for review, it was found that the scope of work was rather inconsistent and a new document had to be redrafted. Meanwhile, the business division had all the consultants’ reports stacked up on the shelves to become part of their division’s library collections.