Why being small is better than being big

NOT too long ago, a 32-year old, newly-promoted corporate vice president of a medium-sized food manufacturer was feeling like a genius when he accomplished four successive milestones that gave his organization unprecedented revenue that netted $4 million within six months after his appointment. He attributed it to his close supervision and strict monitoring of the factory’s operations, quality management and supply chain.

Some cynical managers call his style as helicopter management aka micromanagement, except that he doesn’t care about it. After all, he’s the unico hijo of the Filipino-Chinese owners.