If I wanted to send H-D into decline, I’d start by a personnel environment where far too many people get “exceeds expectations” on their annual reviews. I’d make sure to move people from one job into another job they have no business doing. I wouldn’t move the incompetent out of H-D, I’d move them around. I’d pay my people too little while admonishing them “You get to work for Harley,” as if they could pay their mortgage with that. As a leader, I’d respond to any questions or pleas for help defensively. I’d play favorites openly…because what are you going to do about it? I’d promote my friend every 18 months and barely talk to the rest. I’d work year in and year out without a long term strategy. Jumping from harried tactic to harried tactic is easier on me, and it’s also kind of fun. It makes me feel creative.
I'd throw impossible expectations on people and end it with the "One Team, One Company!" mantra. After all, I don't have to do the work, you do.
I’d push “project management” but not hold the leadership accountable when they waste a department’s time on their own subjective whims. I’d bring in a bunch of egomaniacs from General Motors (that bastion of excellence) and give them cart blanch. I’d reward leaders who waste millions of dollars and staff hours on poorly formed ideas and then pull the plug just before its done. I’d take dwindling or stagnant monetary resources and spread them across an ever-rising number of marketing programs and initiatives. More is always better. I’d worry only about shareholder value as quality issues multiply and customer satisfaction drops. I’d make sure ALL of the credit goes to narcissistic marketing leaders while everyone else is told to keep quiet.
I’d rest on the laurels of what Harley was 20 years ago when it had no domestic competition.
I’d try to explain away how Polaris bought a dead brand and is beating Harley over the head with it.
But then, someone got a head start on me.
