Usually, smaller companies have the benefits of being very efficient and having wonderful communication among employees. Not so at Packaging Resources. Information was muddled daily among everyone, and data and information was stored so sloppily that customers were never charged the same price twice.
In addition, no one could put the actual goal of Packaging Resources into any form of concise thought, and their profitability estimates were severely flawed, ensuring that their selling models were actually driving the company to fail.
They insisted that they were growing rapidly, and then cut a third of their entire force within six months of starting employment. The senior management had no discussions among themselves on how to manage employees and share information, and every once of important data was held onto by whomever discovered it as a source of power within a failing company.
