Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 5, Issue 45;   November 9, 2005: Empire Building

Empire Building

by

Last updated: March 19, 2019

Empire builders create bases of power within the larger organization. Typically, they use these domains to advance personal or provincial agendas. What are the characteristics of empires? How can we navigate through or around them?

Will noticed rapid movement across the empty cafeteria, and looked up from his coffee. Marian always walked fast, but now she was walking fast even for her, so Will knew something was up. She slid onto the bench opposite him in the booth, and said, "They're spinning off Metronome as its own company."

Bison on the U.S. National Bison Range in Montana

Bison on the U.S. National Bison Range in Montana. Photo by U.S. Fish and Wildlife Service.

Will was a little stunned, but more than that, impressed. Metronome had begun as a skunk works, and gradually morphed into a division and then to an operating company. "Lamson did it," he said finally, referring to Metronome's founder, then general manager and now Chairman and CEO. "He got so big that they couldn't hold onto him. Amazing."

Lamson had built an empire. Empires come in several varieties:

Trusts
Trusts are empires built around critical capabilities upon which much of the rest of the organization depends. An example is the IT director who uses the IT function as a power base, doling out favors to allies and punishment to the rest.
Blobs
Empires can be
costly to
the organization
Blobs gradually consume ever-larger segments of the organization. At first the consumed segments "make sense" but as the empire grows, it becomes more heterogeneous. Blobs tend to grow when there is a shortage of able leaders.
Federations
Federations are alliances of peers. Usually one of them is dominant, and the others follow his or her lead. Although they retain formal independence, the reality is more like the structure of the former Soviet Union — a dominant central power surrounded by dependent clients.
Colonies
Colonies begin life as outposts isolated from the parent organization. They gradually grow in importance, until the tail wags the dog. Lamson's empire was a colony.

Empires can be costly to the organization. Their rulers can shade decisions in favor of their empires, which can subordinate organizational interests to the interests of the empires. To maintain control, empire builders often duplicate functions that already exist elsewhere. And talented employees who happen to be attached to business units that suffer under the empire might be more likely to voluntarily exit the organization.

Empires present both opportunities and risks to the people in and around them. For the people of Metronome, the financial rewards and career opportunities can be significant. And shareholders can benefit too. But this is the brighter side of empire.

Empires can make the organization less competitive, and less able to offer opportunity to its employees. If the problems become obvious enough, interventions can include reorganization, replacement of management, or even disciplinary action. If you're working in an empire now, prepare for that future day. Refresh your network, and search for alternatives. Be ready to move much sooner than you think you need to. If you wait too long, you might become part of a stampede. And then you'll have to walk even faster than Marian. Go to top Top  Next issue: In the Groove  Next Issue

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

Would you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

Former U.S. Secretary of State Colin PowellDevious Political Tactics: A Field Manual
Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends. Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage. Here are some of their techniques, and some suggestions for effective responses.
President Barack Obama with Stevie WonderWhat You See Isn't Always What You Get
We all engage in interpreting the behavior of others, usually without thinking much about it. Whenever you notice yourself having a strong reaction to someone's behavior, consider the possibility that your interpretation has outrun what you actually know.
Then-Capt. Elwood R. Quesada who became commanding general of the 9th Fighter Command in operation OverlordGroup Problem-Solving Tangles
When teams solve problems together, discussions of proposed solutions usually focus on combinations of what the solution will do, how much it will cost, how long it will take, and much more. Disentangling these threads can make discussions much more effective.
An early automotive assembly line trialThe End-to-End Cost of Meetings: III
Many complain about attending meetings. Certainly meetings can be maddening affairs, and they also cost way more than most of us appreciate. Understanding how much we spend on meetings might help us get control of them. Here's Part III of a survey of some less-appreciated costs.
A studio publicity photo of Alfred HitchcockSuspense Is Not Your Friend
Most of us have to talk to other people at work. Whether to peers, subordinates, or superiors, sometimes we must convey information that can be complicated when delivered in full detail. To convey complicated ideas effectively, avoid suspense.

See also Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

The Bay of Pigs, CubaComing September 30: Seven More Planning Pitfalls: II
Planning teams, like all teams, are susceptible to several patterns of interaction that can lead to counter-productive results. Three of these most relevant to planners are False Consensus, Groupthink, and Shared Information Bias. Available here and by RSS on September 30.
Assembling an IKEA chairAnd on October 7: Seven More Planning Pitfalls: III
Planning teams, like all teams, are vulnerable to several patterns of interaction that can lead to counter-productive results. Two of these relevant to planners are a cognitive bias called the IKEA Effect, and a systemic bias against realistic estimates of cost and schedule. Available here and by RSS on October 7.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Bullet Points: Mastery or Madness?

DecisBullet Point Madnession-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!

Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.