Bayer : Who We Are
Bayer : Who We Are
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17 started to connect at that point began to compete to gather the best core competences .
Palumbo explains that growing pressure on margins as a result of global competition was problematic for the long-term sustainability of the entire system . As a result , the perspective became increasingly short term and short sighted , based around a quarterly ROI . “ The new rules were fixed to compete , survive and prosper ,” he states . “ But , at the end of 1990s , the concept of continuous improvement was mainly reduced to certifications , audits and procedures designed to mitigate the main risks . The spirit of progressing towards zero defects became the spirit of greater ‘ resilience ’. However , I believe it is possible to streamline processes and to project systems that are able to resist predictable events , not ‘ black swans ’. And , we have to admit that the more over-structured the systems are , the more fragile they reveal to be .”
Reflecting on this , he muses : “ Compare this financial short-sighted perspective with the ones of Cristoforo
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