The company did a fine job.  The employees understood the mission and performed it very well.  When you called their offices the phone was answered by a cheery receptionist who would direct the call accurately.  Employees were friendly and helpful and if they weren't immediately available they got back to you.  The company wasn’t perfect but its employees could take care of problems promptly and effectively.  They cared. 

The company was purchased.  Nothing would change everyone was assured.  The new owners from [insert the name of a big city] liked the “business model” and would provide additional capital the company needed to grow.

First came the new marketing guy.  “Run everything through me for now.  I want to make sure you are taken care of.”  The implication – unstated – was that everything hadn’t been taken care of.  The new marketing guy was a) difficult to reach and b) good at not answering questions directly.  Response times slowed.

Next came the new President from a division of a large corporation.  He was a “thought leader”.  The new big city owners liked the company and its model but wanted “to take things to the next level.”  The new President spoke of being “more responsive to customers” and “working smarter”. 

The new President brought in a new CFO, new operations manager and yet another new marketing person from his division of the big company.  They flew in once a week to check on progress and guide “needed changes” to the operation.

People who previously knew the mission and got the job done seemed now uncertain of that mission.  It seemed the more the new management spoke about improvements and responsiveness, the slower responses came.

While important responses came more slowly, routine communications showed up in overnight priority mail – 8:00 a.m. delivery guaranteed.  Talk of “the brand” overshadowed everything.  A name change was heralded as big news and a sign of renewed commitment to the mission.

Phone calls were now answered by an “automated attendant” which dutifully listed all the options available; the last was to speak to the operator.  Messages were left, emails went unanswered.  There was regular confusion about who would follow up and when.

An advisory committee was formed to provide “important feedback”. 

We know where this goes but it didn't have to.