THE Parisot-Potter Massy Holdings fiasco highlights the issues deeply permeating and plaguing our country, where the absence of properly thought-out systems, structures, and processes leads to dysfunctionality and unwarranted drama.

Massy’s general counsel released information at their annual general meeting accusing the board of directors of misusing precious foreign exchange for dubious and costly training exercises. The fact that she raised this concern with the board and appears to have been ignored, leading her to release the information publicly, suggests an apparent inability to find common ground at such a high level. This triggers a potential cultural issue that may permeate the entire organisation, ultimately affecting its customers.

After the general counsel ‘hit the ball out of the stadium’, the board responded in a media release saying they were ‘appalled at the conduct’ and mentioned the initiation of a ‘disciplinary process to review Ms Parisot-Potter’s conduct at the AGM’.

Think again, Massy! The apparent lack of a proactive strategy by your board of directors and the group CEO resulted in a knee-jerk reaction to salvage the company’s public image after the matter had become widespread. I wonder what was the internal response to the initial 13-page document of allegations by Ms Parisot-Potter?

The tone of the media release suggests undeniable embarrassment, leading one to anticipate potential termination or removal. However, a more constructive approach would have been to acknowledge the incident openly and shift the narrative towards implementing strategies to enhance communication across the company.

Massy, the primary focus should now be on devising a comprehensive recovery strategy and identifying necessary actions. Rather than dwelling on punitive measures, consider fostering an environment that encourages open communication, internal cohesion, and a commitment to addressing concerns constructively. This proactive stance promotes transparency and can position Massy as an organisation committed to continuous improvement and resilience in the face of challenges.

My interest in this Parisot-Potter Massy Holdings situation stems from the realisation that issues of inadequate structures, systems, and processes extend beyond the public sector, affecting the private sector as well. It’s a call for our country to reset, implementing robust frameworks that foster accountability and transparency in both public and private organisations.

Dennise Demming