Both interesting and typical.
The people best placed to see the problems are often those working within the organisation: in this case superannuation systems; however to make those changes and improvements will see them lose income; so they ignore the problems and refuse to make the changes.
Working for a government organisation I often see issues which need fixing; we are all duty bound to fight corruption, financial waste, mal-administration etc. However by bringing up the problem it puts a target on your back āAs the problem.ā
The larger the organisation the harder it is to make changes; they just arenāt nimble enough to address change when required. Therefore I was pleased to hear that issue brought up during the AGM: that Brainchip isnāt too big or proud to identify issues and make changes as required to accomplish goals and targets.
Iāve been my areaās workplace safety and also consultative committe representative and to be honest after 3 years of āDisagreementsā with management it was relief when my tenure was completed as it wears you down.
I thought by approaching mangagement with both a problem and solution was the best way to tackle issues but the solution always had to be checked through an extensive range of hierachy that a simple issue would take 6-12 months to address and as a result of having different bodies involved it becomes a blame game. Anything complex and forget about it!
A classic example is the fire/explosion/electrical issues with electronic vehicles. The new Tesla runs on 450V DC. 50V DC will kill you!
During a vehicle collision the battery/wiring etc has potential to be damaged. Obviously there are safeguards built in but as a result of a collison there is still a risk to occupants/first responders/bystanders.
Also once batteries are damaged there is a risk of thermal runway and a fire/explosion. Itās been caught on cctv: vehicles igniting up to 3 days later after a collision due to thermal runway of damaged batteries. Therefore wherever a damaged vehicle is stored and treated needs to be considered carefully to prevent further injury/death/property damage.
I submitted the appropriate reports to have this issue addressed so there is awareness/training/safeguards put in place for the Emergency Services: Fire/Ambulance/Police/SES. Even pointing them to practices in America as they have a larger uptake of EVās at than us. 12 months later and all I hear is crickets! It wonāt be until there is a fatal event and a Coronial enquiry with recommendations that it will become a hot topic.
If that occurs Iāll be lined up to give evidence to say āI told you soā so that the injured/deceased family can recieve some āJusticeā by way of compensation!
Just one example of many.
As a seperate issue Iāve email the Minister in charge of my area in relation to my superannuation and the reply was that although heās my Minister it is Treasury I need to deal with as they manage Superannuation. So much for my Minister advocating for me: Typical handball. Iāll now be working on the Minister for Treasury however as your article above shows: itās so hard to change systems and processes in large organisations.
My visual: The boulder represents large organisation and the running guy is trying to make the changes!
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Cheers