who you are, and what you're doing for the firm.' (British remuneration manager)Managers reported that IP offered the prospects of a very rewarding career; they felt 'valued', and in turn developed an obligation to 'make the operation work' in the words of one manager. As such, the firm made a promise of success to those who were prepared to internalize its values. This was frequently reinforced by exhortations to join 'fast stream development' and become 'world-class achievers'. These exhortations appeared to be consistent with managers' self-interests. They reported that they were attracted to IP by the 'opportunity to succeed'. The task of disseminating IP ideology to people who are, for all practical purposes, converted ab initio, becomes fairly unproblematic. MTD has been shown in the literature to reinforce elitism, status and the organizational hierarchy (e.g. Anthony 1986; Lees 1992). In addition, the status and ideological aspect of learning to facilitate entry into a new role has been recognized (e.g. Holman and Hall 1996). The search for exclusivity and status within the IP co mmunity was a widely shared value. However, some managers questioned its long-term implications, as in the quotes below.'There's scope to develop more people but they don't do it. They simply ignore the benefits because they can't see them now and they think it's too costly in the short term. So they focus on high-fliers and ignore the other 95 percent. These are the ones who don't contribute to the culture because they've never experienced it. They don't believe in it. So what happens to them? There's a lot of wasted potential. To release their potential you have to invest-manage time, and allow them to make mistakes.' (Chilean accountant)'The firm hasn't always been run by high-fliers. Teamwork has always been a part of who we are. But now, by identifying high-fliers, I fear we'll eventually alienate those with limited ambition. Not everyone wants to ...
