How to survive as new CEO..?

Raman had just been hired as the new CEO of a large high-tech corporation.

The CEO who was stepping down met with him privately and presented him with three numbered envelopes, #1,#2, and #3. "Open these if you run up against a problem you don't think you can solve," the departing CEO said.

Things went along pretty smoothly, but six months later, sales took a downturn and Raman was catching a lot of heat. At his wit's end, he remembered the envelopes. He went to his drawer and took out the first envelope. The message read, "Blame your predecessor."

Raman, the new CEO called a press conference and tactfully laid the blame at the feet of the previous CEO. Satisfied with his comments, the press -- and Wall Street -- responded positively. Sales began to pick up and the problem was soon behind him.

About a year later, the company was again experiencing a slight dip in sales, combined with serious product problems. Having learned from his previous experience, the CEO quickly opened the second envelope. The message read, "Reorganize." This he did, and the company quickly rebounded.

After several consecutive profitable quarters, the company once again fell on difficult times. Raman went to his office, closed the door and opened the third envelope.
The message said, "Prepare three envelopes."

Levels of MisCommunication

An IT Company was bidding for a new project. The senior management asked the different teams to evaluate, about required competencies in their employees and see ho it goes ---

Programmer to Module Leader:"This is not possible. **Impossible**. It will involve design change and nobody in our team knows the design of the system. And above that nobody inour company knows the language in which this software has been written. Soeven if somebody wants to work on it, they can't. If you ask my personalopinion the company should never take these type of projects."

Module Leader to Project Manager:"This project will involve design change. Currently we don't have peoplewho have experience in this type of work. Also the language is unknown so wewill have to arrange for some training if we take this project. In mypersonal opinion, we should avoid taking this project."

Project Manager to 1st Level Manager:"This project involves design change in the system and we don't have muchexperience in that area. Also not many people are trained in this area. Inmy personal opinion we can take the project but we should ask for some moretime."

1st Level Manager to 2nd Level Manager:"This project involves design re-engineering. We have some people who haveworked in this area and some who know the language. So they can train otherpeople. In my personal opinion we should take this project but withcaution."

2nd Level Manager to CEO:"This project will show the industry our capabilities in remodeling thedesign of a complete system. We have all the necessary skills and people toexecute this project successfully. Some people have already given in-housetraining in this area to other people. In my personal opinion we should notlet this project go by under any circumstance."

CEO to Client:"These are the type of projects in which our company specialize. We haveexecuted many project of the same nature for many big clients. Trust me whenI say that you are in the safest hand in the Industry. In my personalopinion we can execute this project successfully and that too well with inthe given time frame."