Pulling It All Together – Managerial Productivity (IV of IV)

We started off this four-part series with a post on the importance of having a clean slate forpuzzle the pursuit of productivity improvement, not of processes, but of managers.

Part I (Stop Reading Exception Reports) highlighted the need for organizations to embrace ACM (Adaptive Case Management) and BPM (Business Process Management) to provide in-line orchestration and governance. The objective here is to allow top management to break away from firefighting mode.

In Part II (The Whole Is Greater Than The Sum Of The Parts), we saw how RALB (Resource allocation, leveling and balancing) in Case environments can streamline work performance. The objective here is to allow knowledge workers to increase their productivity so that they have more time to devote to innovation.

Then, in Part III (Reach For The Sky), we saw how minor restructuring (staff empowerment, improved use of committees/meetings, putting in place oases, contingency budgeting, life-cycle ROIs, fast-tracking of worthy initiatives) can provide an environment that is conducive to innovation.

Action Is Required

No benefits will come out of these recommendations unless/until you take action.

Reading “buy low/sell high” articles, attending “feel good” motivational seminars, or starting up internal “Let’s innovate” campaigns will not help.

What is needed is a 2-3 day visit from an experienced facilitator to take you through a process where all of your corporate assets plus intelligence needed to make strategic decisions and authorize operational initiatives can be consolidated to one place. The objective is to build and have ready for use,  an inventory of corporate assets, not talk about the importance/benefits of having such an inventory. Stay clear of consultants who borrow your watch to tell you what time it is.

The environment of choice for building an inventory of corporate assets (plant, equipment, facilities, staff, products, products under development, customers, competitors, relevant legislation) is a free-form search Knowledge Base. Once you have this in place you will be able to use it for strategic planning and operations monitoring.

Your Kbase will become your main means of increasing competitive advantage.

Stop Reading Exception Reports – Part I
(Put Guidance and Governance In-Line)

The Whole is Greater Than The Sum Of The Parts – Part II
(Put RALB – Resource Allocation, Leveling and Balancing In-Line)

Reach for the Sky – Part III
(Empower Staff)

Pulling It All Together – Part IV


About kwkeirstead@civerex.com

Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in the areas of critical infrastructure protection, major crimes case management, healthcare services delivery, and b2b/b2c/b2d transactions. (C) 2010-2021 Karl Walter Keirstead, P. Eng. All rights reserved. The opinions expressed here are those of the author, and are not connected with Jay-Kell Technologies Inc, Civerex Systems Inc. (Canada), Civerex Systems Inc. (USA) or CvX Productions Number of accessing countries 2010-2020 : 168
This entry was posted in Adaptive Case Management, Business Process Improvement, Business Process Management, Case Management, Competitive Advantage, Decision Making, MANAGEMENT, Operational Planning, Organizational Development, R.A.L.B., Strategic Planning and tagged , , , . Bookmark the permalink.

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