Orson enters the boardroom meeting, anxious about both public speaking and the importance of the presentation. He sees that the opposite team leader, Opaline Kennedy, is already there and looking confident. She smiles at Orson as if to say it's all over, mate, you're kippered.
Carl Muller sits at the head of the table, surrounded by the company board. Carl invites Opaline to kick things off. She favours a conservative approach of staying with the existing range of models and putting more emphasis on design and style.
Opaline leans back in her chair, her fingertips lightly drumming the table. She catches Orson's eye and gives him a slow, knowing wink, the kind that suggests she's already played out the next ten minutes in her head and won.
Carl: You kick off Opaline.
Opaline: Thank you. The market isn't looking for a revolution, it's looking for a refinement, she says, her voice smooth and with calculated confidence. If we go for simply expanding the range into new segments, it's costly. The market is soft, so caution on spending is required. My plan focuses on the current range, with sleek, timeless aesthetics paired with a more upmarket positioning.
She walks over to a screen and with a press on a remote control, brings up a visual presentation, replete with graphs, artist impressions of future models and some data showing the bottom line in good health.
Opaline continues: If we reach the volume targets shown here as each new facelift is released, then we will be back in the black.
She returns to her seat, with a confident stride. The room is quiet.
Opaline: Any questions?
Some question her target production figures and financial targets.
Opaline: The targets are realistic based on the current demand and the new design's appeal to the higher end of the market, plus the superior margins on more upmarket models.
She returns to her seat, with a confident stride. The room is quiet.
Opaline: Any questions?
Some question her target production figures and financial targets.
Opaline: The targets are realistic based on the current demand and the new design's appeal to the higher end of the market, plus the superior margins on more upmarket models.
Carl looks at Orson: Your turn.
Orson: I have no problem with Opaline's direction, but my team believes there is a safer way to move forward. Our light commercial range is limited and margins in that segment are better than cars. Another manufacturer, Franco Holdings, has a gap in their LCV range just as we do. They are offering us a large van range with good margins. In return, they are interested in our compact van. We both save on development costs and the profit from this is impressive. I'll bring up the presentation.
Orson: I have no problem with Opaline's direction, but my team believes there is a safer way to move forward. Our light commercial range is limited and margins in that segment are better than cars. Another manufacturer, Franco Holdings, has a gap in their LCV range just as we do. They are offering us a large van range with good margins. In return, they are interested in our compact van. We both save on development costs and the profit from this is impressive. I'll bring up the presentation.
Orson picks up the remote and starts to show his presentation. He stares in disbelief as the figures are not what his team had worked out.
Orson: The figures aren't right, I'm sorry.
Carl is unimpressed: Orson, the presentation is your chance to prove your worth.
Opaline smiles but says nothing, the damage needing no reinforcement.
Orson: The figures aren't right, I'm sorry.
Carl is unimpressed: Orson, the presentation is your chance to prove your worth.
Opaline smiles but says nothing, the damage needing no reinforcement.
Orson: Someone has changed the data.
Carl: Time is of the essence. Can you at least tell us what are the correct numbers?
Orson: I'll get my assistant Cathy to run some off. Excuse me a moment.
Carl: Time is of the essence. Can you at least tell us what are the correct numbers?
Orson: I'll get my assistant Cathy to run some off. Excuse me a moment.
Orson runs to Cathy and she brings up the presentation.
Orson looks over her shoulder: The data is wrong here too. What has happened?
Orson rushes to his desk and in a locked box, brings out a UBS stick. Cathy plugs it in and runs off the correct information.
Orson looks over her shoulder: The data is wrong here too. What has happened?
Orson rushes to his desk and in a locked box, brings out a UBS stick. Cathy plugs it in and runs off the correct information.
Orson then runs back to the boardroom with Cathy, and she starts handing out printouts before disappearing back to her workstation.
Orson: Sorry about that. On page one are the models and their individual margins. He waits as he watches the scrutinising board members' faces. Then the second page anticipated volumes, with three different estimates and the return on those different levels. Even the lower projected figure brings a strong return. With the money this will deliver, the company will be in a strong financial position.
Orson: Sorry about that. On page one are the models and their individual margins. He waits as he watches the scrutinising board members' faces. Then the second page anticipated volumes, with three different estimates and the return on those different levels. Even the lower projected figure brings a strong return. With the money this will deliver, the company will be in a strong financial position.
He glances across to Opaline, who stares at the figures, then up at Orson with a look of disbelief.
Orson: Any questions?
A few basic ones about working with Franco Holding's production capacity and their ability to deliver what is agreed to.
Orson: Just as our small van production line is under utilised, so too is their large van line. They were providing vans to another company and that arrangement has concluded. They had a good record of supplying vehicles with their previous arrangement. The timing is perfect if we don't take too long to decide. Delivery can commence in months, once we do some cosmetic work to differentiate our brand with trim variances.
Orson: Any questions?
A few basic ones about working with Franco Holding's production capacity and their ability to deliver what is agreed to.
Orson: Just as our small van production line is under utilised, so too is their large van line. They were providing vans to another company and that arrangement has concluded. They had a good record of supplying vehicles with their previous arrangement. The timing is perfect if we don't take too long to decide. Delivery can commence in months, once we do some cosmetic work to differentiate our brand with trim variances.
Carl looks around and the questions have dried up.
Carl: Despite the glitch, the presentation was excellent Orson, as was yours Opaline. We will consider both proposals and we need to act promptly.
The boardroom is soon empty with just Orson and Opaline left. They stand and look at each other.
Opaline: Well played Orson. I didn't think you had it in you.
Orson: Why did you change the data, Opaline?
Opaline: I didn't change it. Orson, you should be more careful.
Orson: It was fine when we finalised it.
Opaline: Why would I be so underhanded?
Orson: Professional pride and ambition.
Opaline: From where did you get your back up data?
Orson: Do you think I'd tell someone who is possibly a saboteur?
Opaline: Saboteur? It's not a spy novel.
Orson: I'm not naive, Opaline. It happens in everyday business within companies. You want the lead role, and you want it badly.
Opaline: I do want it, Orson. But I'm not stupid enough to sabotage a presentation in front of Carl. If I wanted to trip you up, I'd do it in a way that you couldn't recover from.
Orson: I can't be sure who did it, but regardless, we are on the same team. We both want to save Melton Motors. I really do feel expanding our LCV range with a large van is a no-brainer. We can have it almost immediately, too. I liked your idea and long term, a strong strategy.
Opaline: My strategy is the better long term goal. Your plan provides the short term cash flow. Overall, mine is the more substantial plan.
Orson: I agree and it should be looked at, but it's more costly and has some risk associated with it. Will we keep our loyal customers as we move upmarket and will there be conquest sales off brands we will then compete with? It needs to be done with caution.
Opaline: That's why the transition needs to be phased.
Orson: Exactly.
Opaline: I've got more work on my plan to do.
Orson: Why did you change the data, Opaline?
Opaline: I didn't change it. Orson, you should be more careful.
Orson: It was fine when we finalised it.
Opaline: Why would I be so underhanded?
Orson: Professional pride and ambition.
Opaline: From where did you get your back up data?
Orson: Do you think I'd tell someone who is possibly a saboteur?
Opaline: Saboteur? It's not a spy novel.
Orson: I'm not naive, Opaline. It happens in everyday business within companies. You want the lead role, and you want it badly.
Opaline: I do want it, Orson. But I'm not stupid enough to sabotage a presentation in front of Carl. If I wanted to trip you up, I'd do it in a way that you couldn't recover from.
Orson: I can't be sure who did it, but regardless, we are on the same team. We both want to save Melton Motors. I really do feel expanding our LCV range with a large van is a no-brainer. We can have it almost immediately, too. I liked your idea and long term, a strong strategy.
Opaline: My strategy is the better long term goal. Your plan provides the short term cash flow. Overall, mine is the more substantial plan.
Orson: I agree and it should be looked at, but it's more costly and has some risk associated with it. Will we keep our loyal customers as we move upmarket and will there be conquest sales off brands we will then compete with? It needs to be done with caution.
Opaline: That's why the transition needs to be phased.
Orson: Exactly.
Opaline: I've got more work on my plan to do.
She walks out a bit miffed. Orson heads back to his workspace.
Orson: What do you think happened Cathy?
Cathy: I don't know Orson, but I'm glad you had that back up. I know the data was completed accurately.
Orson: Me too Cathy. Me too. I am always backing up and watching for office rivalry to raise its ugly head.
Orson: What do you think happened Cathy?
Cathy: I don't know Orson, but I'm glad you had that back up. I know the data was completed accurately.
Orson: Me too Cathy. Me too. I am always backing up and watching for office rivalry to raise its ugly head.
The next day, CEO Carl comes to Orson's office.
Carl: Orson, the board has made a decision.
Orson looks up.
Carl: The board believes that a hybrid approach is the best way forward. We will go with your proposal for the LCV range and as the cash flows in, we will start implementing Opaline's refinement strategy for the passenger car line.
Orson: That's a great result for the company.
Carl: It is. But there's a catch. The board believes that we need one single point of contact for this strategy. We want you to be the project lead.
Orson: Thank you Carl.
Carl: Now, go and tell Opaline the good news. She's now your subordinate.
Carl: Orson, the board has made a decision.
Orson looks up.
Carl: The board believes that a hybrid approach is the best way forward. We will go with your proposal for the LCV range and as the cash flows in, we will start implementing Opaline's refinement strategy for the passenger car line.
Orson: That's a great result for the company.
Carl: It is. But there's a catch. The board believes that we need one single point of contact for this strategy. We want you to be the project lead.
Orson: Thank you Carl.
Carl: Now, go and tell Opaline the good news. She's now your subordinate.
Orson walks out to the corridor and finds Opaline waiting for him. She looks like she's already heard.
Opaline: So?
Orson: Carl wants us to use both plans. The LCVs first and then your design overhaul.
Opaline: And?
Orson: I'm the project lead.
Opaline's eyes stare, and she takes a slow step toward him, her voice dropping to a low, dangerous purr.
Opaline: So?
Orson: Carl wants us to use both plans. The LCVs first and then your design overhaul.
Opaline: And?
Orson: I'm the project lead.
Opaline's eyes stare, and she takes a slow step toward him, her voice dropping to a low, dangerous purr.
Opaline: Project lead, is it? I hope you're a more competent manager than you are a public speaker, Orson. Because if you try to micromanage my vision, you'll find that I'm far less agreeable than the board.
Orson: We're on the same team Opaline, with the same objective.
Opaline lets out a short, sharp laugh, crossing her arms over her chest.
Orson: We're on the same team Opaline, with the same objective.
Opaline lets out a short, sharp laugh, crossing her arms over her chest.
Opaline: Team? Oh, Orson, team building are we? Currently, you're the captain but don't get too comfortable in that chair. I have ambition, Orson. You won a battle but the war is still on. She turns on her heels and walks off with an air of combativeness. She turns as she walks, pointing two middle fingers in a vee shape toward her eyes and then two toward Orson. Orson realises Opaline will be watching for any slip ups. He also realises the team will not be as united as it should be. He needs to make peace.
Later, he texts Opaline: Can we meet up for a drink at O'Malley's bar at 7pm?
Opaline: I've got things to do.
Orson: Please, Opaline. I really need to talk to you.
Opaline: Very well.
Opaline: I've got things to do.
Orson: Please, Opaline. I really need to talk to you.
Opaline: Very well.
Orson arrives at 7pm. Opaline is already there with two large gins. Orson takes a sip of his.
Orson: Look Opaline, I know we are both fighting for promotion in the long run. But if this project fails, we both lose and the company loses. We need to trust each other.
Opaline: Trust is a luxury I can't afford. But I can offer you an alliance.
Orson: What kind of alliance?
Opaline: You handle the logistics, the board, and the tedious Franco Holdings paperwork. I handle the creative vision, the branding, and the strategic positioning. We split the credit equally. If one of us slips, the other covers.
Orson: That sounds fair. But I was made the boss so ultimately I'm responsible. However, you will definitely get the credit from me if this succeeds.
Opaline leans in close: I'll keep you to that.
Orson: I promise I will share the credit with you. Then we will both be seen as team players. Carl puts great store on that.
Opaline nods: So, what's our first move?
Orson: We need to meet the Franco Holdings team. They're coming next week.
Opaline takes over: I'll handle the hospitality and small talk. You handle the contracts.
Orson: Deal. Just remember who's in charge Opaline. I get the impression playing second fiddle isn't your style. You're already taking charge of planning. I will consult you on all decisions as a team manager should, but the buck stops with me.
Opaline: I'll work on my 'trying to manage everything' Orson. It will take some adjusting. I have been running my own team, you know.
Orson smiles. He has utmost respect for Opaline's abilities but not so much her teamwork. More of a follow me sort of person rather than a let's brainstorm type. Melton Motors has some talent on board. Teamwork is the best way to harness that fully.
Orson: Look Opaline, I know we are both fighting for promotion in the long run. But if this project fails, we both lose and the company loses. We need to trust each other.
Opaline: Trust is a luxury I can't afford. But I can offer you an alliance.
Orson: What kind of alliance?
Opaline: You handle the logistics, the board, and the tedious Franco Holdings paperwork. I handle the creative vision, the branding, and the strategic positioning. We split the credit equally. If one of us slips, the other covers.
Orson: That sounds fair. But I was made the boss so ultimately I'm responsible. However, you will definitely get the credit from me if this succeeds.
Opaline leans in close: I'll keep you to that.
Orson: I promise I will share the credit with you. Then we will both be seen as team players. Carl puts great store on that.
Opaline nods: So, what's our first move?
Orson: We need to meet the Franco Holdings team. They're coming next week.
Opaline takes over: I'll handle the hospitality and small talk. You handle the contracts.
Orson: Deal. Just remember who's in charge Opaline. I get the impression playing second fiddle isn't your style. You're already taking charge of planning. I will consult you on all decisions as a team manager should, but the buck stops with me.
Opaline: I'll work on my 'trying to manage everything' Orson. It will take some adjusting. I have been running my own team, you know.
Orson smiles. He has utmost respect for Opaline's abilities but not so much her teamwork. More of a follow me sort of person rather than a let's brainstorm type. Melton Motors has some talent on board. Teamwork is the best way to harness that fully.
Oh, did Opaline sabotage the data? She says not and maybe we'll never know for certain. But who else had reason to do it?



