I talked with a director at a meeting this morning. We are tackling with a project with other members. Discussion proceeded to an agenda about who would lead the technology development.
As same as R&D departments at other makers, engineers in my company are always busy as much as they are hardly able to deal with their all development projects. When I visited an automotive seminar a last year, a director of Nissan Motors spoke that their engineers have always been in a plateau, and they would be. I regard it as a normal condition. If engineers and sales reps had a lot of spare time, the future of the company would not be foreseen.
Though he mentioned a leader’s name in the R&D, the person is credited with his performance and insights. A R&D director would not let him leave the R&D. After all, we are addressing a project, but there is no candidate to lead it.
He told me that it’s a power relationship in direcotrs. It makes sure. Authority to manage personnel affairs relies on it in an aspect. However, if he has passion to this project, I think he should resist the power relationship and insist on a way to succeed the project.
When I see these situations in the office, I realize that an organization is formed by human relationship even in a management layer.