Once upon a time, a Regional Bell Operating Company and an Asian rice 
 cooperative decided to have a competitive boat race.  Both teams practiced 
 hard and long to reach their peak performance and on the big day, both 
 felt they were as ready as they could ever be. 
 
 The rice farmers won by a mile.
 
 Afterwards, the RBOC team, discouraged by the loss, had to combat 
 sagging morale so corporate management decided the reason for the 
 humiliating defeat had to be found.  A continuing "measurable improvement" 
 team was set up to investigate the problem and to recommend appropriate 
 corrective action.
 
 They concluded the problem was:  The Asians had eight people rowing and 
 one person steering.  The RBOC's team had one person rowing and eight 
 steering. The RBOC team promptly hired a consulting firm to do a study 
 and find a solution.  After some months and millions of dollars, the 
 consulting firm concluded that too many people were steering and not 
 enough rowing.
 
 To prevent a future loss, the team's management structure was revised to 
 four steering managers, three area steering managers, and one staff 
 steering manager.  An incentive program was initiated to improve the 
 rower's performance.  "In order to get him to work harder, we must give 
 him empowerment and enrichment" said the corporate managers.
 
 The next race, the RBOC team lost by two miles.
 
 Humiliated, the RBOC laid off the rower for poor performance, sold all 
 the paddles, canceled all capital investment for new equipment, halted 
 development of a new canoe, gave a high performance award to the 
 consulting firm, and distributed the money saved by the program reduction 
 as bonuses to the senior executives.