Stories from the sea of corporate absurdity - story 1

As the executive team gathered in the well-appointed boardroom, each member was handed a stack of Monopoly money, complete with the classic denominations in vibrant hues. This colourful currency, however, was about to be used in a manner that would make the board game's creator, Charles Darrow, do a double-take.

The objective of the session was simple: allocate their Monopoly money to various business capabilities based on their perceived importance for achieving the company's strategic objectives. They were provided with a black and white business capability model, a stark contrast to the playful Monopoly money, but they dove into the task with earnest determination.

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With the conference room table now littered with stacks of Monopoly money, each executive defended their allocations with passion and persuasion. Debates erupted over which capabilities deserved more financial attention, and the negotiations were more heated than any game of Monopoly ever played.

After what seemed like an eternity of spirited discussions, the Monopoly money was allocated, and the executive team sat back, feeling a sense of accomplishment in their strategic resource distribution.

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However, the real task only emerged when the facilitator, with a sly grin, revealed a second version of the business capability model. This one was color-coded to represent the strategic capabilities needed to achieve their goals, with a clear indication of the gap between the current state and the desired state.

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As the executives compared their Monopoly money allocation with the updated capability model, a collective gasp swept through the room. It became painfully evident that their colourful stacks of Monopoly money were not aligned with the company's strategic priorities.

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The capabilities they had underfunded or overlooked were precisely the ones highlighted as critical for success. The disconnect between their perception of importance and the strategic reality left them dumbfounded.

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In this moment of insight and executive team cohesion, the executive team realised the importance of aligning their resource allocation with the company's strategic goals. They had inadvertently demonstrated how easy it was to get caught up in the allure of allocating resources based on personal biases or traditional thinking, rather than focusing on what the organisation truly needed.

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This session served as a wake-up call, prompting the team to revaluate their strategic priorities and resource allocation processes. It became a turning point, reminding them that achieving strategic objectives required not just Monopoly money, but a strategic mindset and a willingness to challenge their own assumptions. In the end, they learned that in the game of corporate strategy, the real currency of success was not colourful Monopoly money but a clear alignment with the strategic path forward.

Wait, what?

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That sounds way to easy, surely that’s more a fantasy than how it really transpired? Well of course, you are right, in a twist that can only be described as tragically absurd, reality did not mirror the rational awakening that the session could have prompted. Instead, the allocation of scarce resources went precisely where corporate politics and personal interests dictated.?

As the executive team left the meeting room, they brushed off the lessons of the Monopoly money exercise like stubborn flies buzzing around a barbie on a sweltering summer day. It was as if the stark revelation of misaligned priorities and the vivid demonstration of where their true commitments lay had evaporated faster than a puddle in the relentless Australian sun.?

In the days that followed, it became apparent that the colourful stacks of Monopoly money had not translated into meaningful changes in resource allocation. The executive team, it turned out, had grown quite attached to their pet projects, those endeavours that held the allure of personal achievement and political clout.

The business capability model, colour-coded to emphasise strategic priorities, remained relegated to a dusty corner of the office, while decisions on resource allocation continued to be influenced by who had the most persuasive argument or the loudest voice in the boardroom.

The gap between what the company truly needed to achieve its strategic objectives and where resources were being funnelled widened, and the organisation's ability to execute on its strategy became increasingly compromised.?

Employees who had witnessed the Monopoly money exercise and had glimpsed a glimmer of hope for more rational resource allocation now watched in dismay as their efforts were diverted to projects that seemed to serve personal ambitions more than strategic goals.

In this tale of corporate absurdity, the Monopoly money exercise had exposed the misalignment between stated priorities and actual resource allocation, but it had not been enough to prompt meaningful change. The executive team, entrenched in their ways, continued to play a game of corporate politics where pet projects and personal clout held sway over strategic sense.

And so, the organisation marched on, its strategic objectives remaining tantalisingly out of reach, while the whims of those with the most political clout continued to dictate the allocation of precious resources, leaving the true potential of the company unrealised in a sea of corporate absurdity.

Folks, we've covered a pervasive issue here, one that could be lurking in any organisation.?

What are your thoughts about this Monopoly money exercise? Ever been part of a similar situation?

Take a moment to share below. Let's challenge traditional thinking and truly move our organisations forward.