[Post-Holiday Message] Let’s Move Forward Together
Dear EY MCH,
As our project scopes continue to expand, each area now demands deeper specialization and accountability.
Naturally, the roles and responsibilities that each of you carry are also growing.
In the coming months, we expect to secure several new projects.
Until our system-based organizational structure is fully established,
things will likely become even busier and require greater focus and discipline.
(However, as I’ve mentioned before — we will never compromise on the capability and attitude of the people we choose to work with.)
As I have shared with both management and many of you,
our goal is not to build a conventional time-based consulting organization.
We are creating a hybrid model — combining the operational depth of the maritime industry
with the strategic and analytical discipline of consulting —
to become a specialized consulting organization for the global shipbuilding and maritime domain.
At the heart of this vision lie two essential values: Trust and Delegation.
🔹 Delegation is not about offloading work — it’s about sharing judgment
I do not see delegation as simply assigning or distributing tasks.
True delegation means sharing the context and framework of judgment.
Why are we doing this?
To what extent can you make independent decisions?
What truly matters in this work?
When these three questions are clearly understood,
we move beyond being a team that merely executes tasks —
and become a team that thinks, judges, and acts with intention.
(For this reason, we carefully assess and select new team members from multiple perspectives.)
🔹 Doing everything myself may seem faster — but it slows the team
When a leader manages everything directly, it may look efficient in the short term.
But over time, that structure limits growth to the leader’s capacity and time.
If the team cannot make decisions independently,
every process ends up trapped in the leader’s approval loop.
That’s why, going forward,
I plan to reduce what I handle personally
and expand the environment where the team can decide and act autonomously.
🔹 Building our culture of delegation
1️⃣ Share context
In our studies, reviews, and deliverable discussions, let’s not only talk about what we’re doing —
but also why we’re doing it.
When we understand the reason, alignment comes naturally.
2️⃣ Clarify decision boundaries
Let’s define where each person’s decision-making authority begins and ends,
and when we need to bring issues together for collective discussion.
3️⃣ Build trust through visibility
Trust is not built by waiting — it’s built through visible progress.
Tools like Microsoft Teams are not just communication platforms —
they are our shared language for transparent collaboration.
🔹 Beyond feedback — toward feed-forward
Let’s move beyond comments like,
“This should be fixed this way.”
and instead have more conversations such as,
“Next time, what if we approach it this way?”
“This time, I’d like you to take the lead and make the call.”
These are not mere corrections —
they are ways to share ownership of judgment.
We must continue to build mutual trust.
Based on that trust,
I will delegate more,
share more openly,
and give you greater opportunities to think and decide for yourselves.
Our organization should not be defined by my sales, management, or technical capacity —
but by the speed and direction shaped by your collective judgment.
So from now on, let’s replace
“How should I do this?”
with
“Here’s how I’m planning to do this.”
That one sentence will change the way our team grows.
Thank you all for your continued ownership and commitment.
Let’s keep building this organization together.
Warm regards,
Insung Lee | Maritime Cyber Hub
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