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This idea and practice in itself isn't a bad thing, and can reward those who put the [link widoczny dla zalogowanych] effort into the changes with a number of benefits. But there is a drawback which could go unnoticed or disregarded by individuals that don't necessarily have to deal with it. That drawback is the bringing in of an outsider, somebody who doesn't know anyone in the organization, and of the dynamics or really the history of the organization as it pertains to how things [link widoczny dla zalogowanych] developed at that particular location, and begin hammering for changes.
These changes may be good and they may be necessary, but [link widoczny dla zalogowanych] all too often they go in with a blind eye to actually working with the people that they need to and instead go about ordering all the changes to be done. An example of this is when the efficiency expert takes aim on a particular vendor. Maybe that vendor has [link widoczny dla zalogowanych] worked closely [link widoczny dla zalogowanych] with the company to stock high volume production items on the factory floor.
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This is not the way [link widoczny dla zalogowanych] to build trust and a relationship and more often than not, this is the way the expert goes through each department and each manager. Instead of working together, they will often make it a "them" verses "me" mentality where the my way or the highway culture begins to form. This can be because the upper management has given them the idea that they will make the changes and if anybody doesn't like it then they will be moved out of the way for progress. [link widoczny dla zalogowanych] The point is [link widoczny dla zalogowanych] that working together; taking into account everybody affected by any changes and incorporating ideas from different viewpoints is the best way to go about [link widoczny dla zalogowanych] implementing long term changes.
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