One of the keys to to being effective is to understand the complexity of your organization, what it seeks to achieve, and how you can contribute to that objective. Through a series of exercises, you can gain clarity about these elements. With an integrated understanding of what values drive the system’s behavior, how the parts […]
Practical process and content tools for working with Ecosynomics.
In the petroleum business, the acquisition, exploration, and production functions are highly interrelated, yet they usually are conceptualized and managed as independent areas. Much of this separation is because of the very complex nature of both exploration and production operations. Another is that, financially, most companies evaluate exploration opportunities separately from production opportunities. To break through this traditional barrier, an […]
Why do people have such a difficult time identifying the resources that create value for their organization? Our experience shows that this difficulty stems from a lack of understanding of how resources act together to create value.
Shingo’s breakthrough improves the way strategy researchers and managers talk about and design high-leverage strategies and tactics. Seeing production as a concatenated net of operations and processes not only negates the dysfunctional effects of Anthony’s paradigm, but also leads to a framework for strategic management (SM) as a well-specified net of strategies and tactics that […]
Organizations are heavily investing in enterprise-wide information systems and performance scorecards intended to improve strategic decision making. However, there is a need for better evidence that using these technologies systematically improves organizational performance. To overcome the lack of experimental control when studying real firms, the current study investigates decision behavior within a realistic simulation of […]
In searching for the organizational ‘magic’ that makes some businesses thrive and other fail, management gurus, academic seers and business leaders strive to articulate a single reason for success. Managers are then faced with analyzing numerous findings and trying to integrate the best elements from each view that makes sense to them. Managing from Clarity […]
En el primer artículo de esta serie (V10N10), usamos el modelo de crecimiento del mercado de Jay Forrester como caso de estudio para hacer una introducción al proceso de visión sistémica del mapa organizacional (VSMO). Primero, revisamos el modelo de crecimiento del mercado a través de la lente de la estructura arquetípica de .Crecimiento y subinversión. Luego identificamos grupos organizacionales, sus metas […]
In the first article in this series (V10N10), we used Jay Forrester’s Market Growth Model as a case study for introducing the Systemic View of the Organizational Map (SVOM) process. First, we viewed the Market Growth Model through the lens of the “Growth and Underinvestment” archetypal structure. We then identified organizational groups, their goals and incentives, and the boundaries across which they share […]
El director de una fábrica de bienes de capital dijo una vez: .No nos dábamos cuenta de lo fuertes que eran nuestras barreras funcionales. Nos metimos tan profundamente en nuestra propia parte del negocio, que ni siquiera nos dábamos cuenta de cómo afectábamos a otros grupos. Esta serie de artículos en dos partes describe un proceso llamado Visión Sistémica del Mapa Organizacional (VSMO). […]
A manager of a capital equipment manufacturer once said, “We never realized how strong our functional blinders were. We get so into our own part of the business, we don’t even realize how we affect other groups.” This two-part series of articles describes a process called the Systemic View of the Organizational Map (SVOM). SVOM builds on systems archetypes to help you assess […]