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Alexey looked out the window at the illuminated workshops. The first part of the journey was complete. They had gone from chaos, through the pain of structuring, to a conscious, risky, but their own decision. They hadn’t avoided the crisis. They had embedded themselves in it, to try and manage it. And, it seemed, they had earned the right to try building one more bridge. The one that started at the doorstep of his own home.
He sent one last photo to Marina in this series: the completed matrix with the final sum and the decision on the board.
“Lesson #6. Tools don’t give answers. They make the question ring so loudly that it can no longer be ignored. The decision-maker isn’t the one who knows the answer. The decision-maker is the one who takes responsibility for a choice when all the answers are bad, but one is theirs. We’re launching ‘Bridge.’ Let’s see if it withstands the onslaught of reality. And.. thanks for the tea”.
For the first time in many days, he felt not weight, but a strange, timid, yet living hope. Not for success. That now they would try together. At the plant, and maybe, at home. Because otherwise – no bridges made any sense.
Chapter 7: The Bridge Breaks
Operation Bridge began with a virtual meeting. In ‘Progress’s’ conference room, under the watchful eyes of Alexey’s team, two windows appeared on the large screen: the tired but focused face of ‘Tekhnolit’s’ development director, and the wary face of the head of supply from ‘Neftegazmontazh’ – the same Saveliev.
Alexey led the meeting. He laid out the situation without embellishment: their shared disaster, their interdependence. He proposed a scheme: ‘Tekhnolit’ ships everything they can, even “at the tolerance limits,” immediately. ‘Progress’ puts it into production, simultaneously allocating engineers and funds to accelerate the recovery of the critical section. ‘Neftegazmontazh’ agrees to a phased delivery of ‘Etalon’ with a final shift of three days, receiving not only a discount but also priority access to the next product modification.
A pause. ‘Tekhnolit’s’ director sighed.
“Alexey Sergeevich, we’re grateful for the offer of a helping hand, not a knife in the back. We’re in. Ready to work in full transparency mode”.
The ‘Neftegazmontazh’ window was silent longer. Saveliev was looking off to the side, apparently checking with someone.
“This is.. unconventional,” he finally said. “But honest. And it accounts for our losses from downtime. Give me an hour, I’ll report to the CEO. But it seems we might accept these terms. With one condition – a daily consolidated progress report”.
In Alexey’s room, they exhaled. The first barrier was crossed. It seemed the fragile “Bridge” was beginning to take shape. Anna was already noting the start of the shipping schedule, Igor – the dispatch of engineers.
It was at that moment that the conference room door swung open, and the same foreman Pyotr Ilyich from Bocharov’s workshop appeared in the doorway. But this time his face wasn’t frightened – it was furious, etched with deep lines of powerless anger.
“He refused! Vasily Kuzmich!” he blurted out, ignoring the screen with the partners. “Said he wouldn’t ‘reach out to those who put sticks in his wheels’! And you know what he did? He just sent out requests not to three, but to five new suppliers, including the ones we were considering as reserves for ‘Etalon’! He’s going to churn up the market so bad that everyone will feel it! His people are scouring every small warehouse within a three-hundred-kilometer radius!”
An icy wave ran down Alexey’s spine. He looked at the screen where the fragile bridge of agreements with the outside world hung, and understood a terrible, obvious thing. They had done a titanic job of working out a solution within their own logical system. They had accounted for ‘Tekhnolit’ and ‘Neftegazmontazh’ as external entities. But they had not achieved shared understanding within their own plant. They had not turned Bocharov from a threat into an ally. They had offered him cooperation from above, as a favor, but hadn’t involved him in the process, hadn’t made him a co-author of the solution from the very beginning. “Commitment to Action” turned out to be a fiction. There was a plan. There were resources. Even external partners were almost agreed. But one disagreeing, offended person, acting within his own paradigm, inside their own organization, was capable of bringing it all down, exploding the market with requests and burying the trust of the newly-found partners.
“Colleagues,” Alexey said quietly but clearly into the microphone, “I apologize. We need an urgent internal break. We’ll get back to you within an hour”.
He turned off the sound and video, leaving a screensaver on the screen, and turned to his team. Their faces were pale. Anna was the first to voice what everyone was thinking:
“But we warned him! We offered help! He’s a fool himself, a stubborn retrograde!”
“No,” Alexey interrupted. His voice was tired but firm, without a hint of self-justification. “We failed. We thought ‘Commitment’ meant when we have a plan, KPIs, a matrix, and allocated resources. It doesn’t. ‘Commitment’ is when everyone whose actions are critical to success understands, accepts, and is ready to fulfill their role in that plan. We didn’t achieve that with Bocharov. We ignored him at the idea generation stage, then tried to buy his data, and when he rebelled, we offered him terms in an ultimatum. We treated him like an external supplier or a problem client. But he’s part of our system. And his disagreement isn’t sabotage. It’s a systemic failure we didn’t anticipate. Our failure”.
Heavy silence filled the room. The bitter realization of their own methodological blindness was far more valuable than any theoretical knowledge from books.
“What now?” Igor asked. “Cancel ‘Bridge’? Break the agreements?”
“No,” Alexey said, already standing. “Now we go to fix the oversight. But not to ‘convince’ him or ‘crush’ him. To understand: why is our, such a beautiful and correct plan, for him – a threat and an insult? What did we miss? Anna, Igor – with me. We’re going to Workshop No. 2. Right now”.
In the fortress.
Workshop No. 2 was indeed idle. Gloomy, embittered workers smoked by the silent machines. In Bocharov’s glassed-in office, a heated phone conversation was underway. Seeing Alexey with Anna and Igor, he slammed down the receiver.
“Come to gloat? See how your ‘sabotage’ worked?” his voice was hoarse with sleeplessness and bitterness.
“Vasily Kuzmich, I came to apologize,” Alexey said evenly.
Bocharov was taken aback. Anna and Igor exchanged glances.
“We created a solution that, it seemed to us, saved the plant,” Alexey continued, not looking away. “But we created it without asking the most experienced production manager about his problems. We offered you terms without explaining what benefit for you personally, for your workshop, for your people, this would bring. We acted like a headquarters sending orders to the trenches. That was our mistake. A gross one. Unprofessional”.
Bocharov was silent, studying his face, looking for a catch.
“What benefit?” he finally snorted. “From handing over my data so you can decide whether my ‘Agrotechmash’ or your ‘Etalon’ is more important? My people are sitting idle! My word to my people is burned! And you’re here talking about some ‘long-term ecosystems’”.
“The benefit is,” Anna suddenly, harshly, and without emotion interjected, “that if our ‘Bridge’ collapses and ‘Neftegazmontazh’ leaves, the holding company will start cutting budgets to the bone. First under the knife will be ‘non-core’ or problem assets. Like a workshop that has already shown it can’t solve its own problem without threatening the entire plant”. She paused, letting the words sink in. “But if the ‘Bridge’ holds, we show Moscow we can solve complex crises systemically. That gives us a credit of trust and resources. Including resources to solve your problem. We’re not competitors, Vasily Kuzmich. We’re one team in a besieged fortress. Either we break through together, or we get picked off one by one. Starting with the most vulnerable”.
She spoke not in the language of values, but in the harsh, stark language of survival. And it worked. Bocharov leaned back in his chair, his gaze losing its aggression, replaced by weary calculation.
“And what, you’re going to find me my ‘Block-K7’ right now?”
“We already have,” Igor said, pulling out his tablet. “While you were scouring the market, we contacted ‘Tekhnolit’ about your specs. They have a batch of castings rejected for the main order, but suitable for your modification. They didn’t meet the strict tolerances for ‘Etalon,’ but for your ‘Agrotechmash’ – they’re perfect. They’re ready to ship them at half price, today. But only within the framework of the overall agreement. Only if we are one party. Their logic is simple: help those who help them”.
Bocharov looked from Alexey to Anna to the tablet. A battle raged in his eyes. Pride and the old principle “I’ll manage on my own” against the icy wind of reality and an unexpectedly offered, concrete lifeline.
“So what do I do?” he asked hoarsely.
“Sit down with us,” Alexey said. “Right now. Look at the big picture. And tell us, in your opinion, the best way to act so that your workshop gets running and the ‘Bridge’ doesn’t collapse. You’re not an executor. You’re an advisor and co-author of this plan. Because without you, it’s not worth a damn. Your experience – this,” Alexey jabbed a finger at a blueprint on the wall, “is more necessary to us now than any theory”.
This was an offer not of surrender, but of shared power. Of acknowledging his expertise and his role in the system. Of understanding that his “trench” wasn’t an obstacle, but a key defensive node.
Ten minutes later, Bocharov, muttering something about “making ends meet,” was walking back with them to the conference room. He didn’t become a friend. But he ceased being a mine. He became a critical element
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Примечания
1
See: Decision Quality: Value Creation from Better Business Decisions / Carl Spetzler, Hannah Winter, Jennifer Meyer; – Wiley, 2016.
2
Thinking, Fast and Slow / D. Kahneman; Farrar, Straus and Giroux, 2013.
3
For example, Airport / Arthur Hailey; Open Road Media, 2014.
4
For example, The Goal: A Process of Ongoing Improvement / E. Goldratt, J. Cox; North River Press, 2012.
5
The Edge of Chaos. Complex Thinking and the Network: The Nonlinearity Paradigm and the 21st Century Security Environment / Rachya Arzumanyan – Moscow: Regnum Publishing House, 2012.