Rwe, I shared your second and third paragraphs with Drew and he was very pleased. He said something like, "Then I accomplished my primary mission, communication-wise." He is a straight shooter in every way IMO.
I think you are astute enough to note that there are three levels to this thing unfolding now:
1. Overall strategy is out there through his SHM address. Use the main points in priority order and you know the company's new strategic priorities in order--Financial Responsibility, etc.
2. Mid-level strategy is almost finished with written cases and timelines for the Airship Division and GTC (he says this in his chairman remarks if you synthesize it). I hope management can find agreement to share those timelines and milestones in a timely manner. Better an aggressive plan you exceed or fall behind on than one you have to guess at IMO. JMO.
3. If Drew works according to his past experience, the mid-level plans will also have project components that have their own teams, resources and goals. This is at the tactical level from an executive standpoint so I don't expect them to be shared--just executed hopefully.
Transparency is a cultural thing and it takes time for cultural transformation I think. It is a delicate dance but I think the WSGI team is up for it. JMO. Thanks again for seeing who Drew is. Now to see the extent to which that impacts the company positively--or not! Best regards, IJO
