Bogliq internal politics Memorandum
After 1960 but prior to the release of the 1966 model range
Structural changes
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Konstantin Bogliq ousted as CEO after researching for the 1961 IPO requires his resignation to get a better price. Konstantin retains 51% of the stock, in order to avoid a hostile takeover, but has to step away from making decisions on future model development. Remainder of Bogliq USA stock purchased by the Bogliq Workers Union so that “profits can be returned to those who’ve earnt them” and, after some FBI came nosing about, “workers can realise their own ambitions to fully embrace the American Dream”.
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Bogliq dealerships are now owned by Bogliq USA Ltd. (as at February 1962) and pay their staff via salary. This is in response to sustained feedback that customers were being harassed by overzealous salesmen, more intent on commissions than customers, and unscrupulous dealer-principal’s putting money over staff members safety.
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Bogliq USA Ltd. is also retraining management to look past “gender, race and personal beliefs” to ensure that the best people are hired for the job. This is intended to be implemented via a simple blinding system whereby HR vets the first wave of applications, removing names and identifiers, and then having the managers select from the pool of, now numbered, candidates. All positions will use this system; Bogliq wants the best staff possible, not merely the best female or male.
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After the 1961 IPO, a female CEO was selected, Christine O"Malley, as she scored highest on the relevant metrics for competence as a CEO. Mrs O’Malley immediately ordered a snap investigation into the underlying assumptions for car model ranges, with a view to radically alter the market long term, in order to raise the satisfaction level of customers in the buying process, ownership experience and customer retention.
Culture Changes
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Due to the ever increasing paranoia surrounding Communism in the US, the Bogliq Workers Union have re-structured themselves to be less narrowly focused on workers rights and more focused on getting management and workers to band together for the good of both parties; after all, workers need the company for wages and the company need workers to stay in business.
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This is implemented via a simple system. A) Make everyone who draws a paycheck from Bogliq a member, not just factory workers and B) Bind them both together through sharing their stories, successes and challenges. This, hopefully, will increase shared empathy within each group enough that an us vs them culture should be avoided, or at least minimised. Also, on dividend day, each member of the Union will receive a share of the payout; no fees, no retaining funds, just a Capitalism approved reward for a job well done!
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In order to facilitate the development of local communities, Bogliq USA Ltd. will begin implementation of a new procurement policy, called “Local First”, whereby Bogliq USA Ltd. seeks to source labour, materiels and sundries from locally based, community enhancing, suppliers. This will be implemented by, at the lowest level, hiring workers from local schools and communities all the way to, at the macro level, sourcing steel, rubber and components from community minded, ethically run suppliers.
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Drug and Alcohol policies are enforced for the first time, with staff restricted to “Only consuming alcohol and/or Marijuana at the post work gathering/Friday night BBQ”. Staff are strongly encouraged to buddy up so that no-one drives home intoxicated. Anyone found drunk or stoned within work hours is sent home and they’re docked that day’s wages. Since the BWU founded this system, work accidents immediately began to fall and error based slowdowns also reduced.