A new executive education course was proposed and approved by the once dynamic, but now visibly ailing, Vice President (VP) for human resources. Consultants were employed to gathered requirements across all company units. The course idea was widely applauded as a necessary step for executive development in the fast-paced enterprise. A course outline had been completed and approved when the sick VP for human resources had suddenly retired. After a few weeks, a new VP for human resources was hired. The new VP was unconvinced that the course was necessary. Her charge was to cut costs and streamline the human resources department to fit the new image of the company.
Result: The course was watered down from a week of dynamic, intensive training to a few insignificant handouts and, after a budget cut, was discontinued before implementation.