Closing the gap between strategy and operations – is as easy as A, B, C, D, E


abcdeCorporations need two pillars (ECM and DCM) plus three meta-methods to build, sustain and augment competitive advantage.

Absent any one of these and the corporation is likely to fail at closing the gap between strategy/operations and operations/strategy.

Let’s highlight these “must haves” in reverse order (E-D-C-B-A)

ECM (Enterprise Content Management) [strategic pillar]

The inventory of corporate resources/capabilities and management thereof (land, plant, equipment, tools, methods, staff, suppliers, customers etc.), along with tentative and funded initiatives that consume/use resources and capabilities over specified timespans.

DCM (Document Content Management) [operational level pillar]

The inventory of “documents” within an organization comprising text, .pdf, .doc, spreadsheet, image, video, audio files – Includes templates (data elements, layouts, rules) plus instances of templates that have received data element values, typically directly at Cases or via remote system and application data imports.

CPM (Critical Path Method)

The method of choice for planning, monitoring and controlling once-through initiatives.

BPM (Business Process Management)

The corporation’s inventory of “best practices” protocols (workflows, comprising steps, with attached data presentation/data collection forms and performance roles).

ACM (Adaptive Case Management)

A run-time environment that accommodates management of initiatives (hosting BPM templates that provide orchestration, accommodating ad hoc interventions, goals/objectives, plus a means of non-subjective assessment of progress toward goals/objectives).

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, connect-the-dots law enforcement investigations, healthcare services delivery, job shop manufacturing and b2b/b2c/b2d transactions. (C) 2010-2018 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.
This entry was posted in Adaptive Case Management, Business Process Management, Case Management, Decision Making, Enterprise Content Management, FOMM, Knowledge Bases, Operations Management, Process Management, Project Planning, R.A.L.B., Resource Based View, Uncategorized. Bookmark the permalink.

2 Responses to Closing the gap between strategy and operations – is as easy as A, B, C, D, E

  1. I see this is a repeat of a 2012 article. except that DMS has been replaced with DCM. Not sure if this is a step forward or backward.

    The final frontier? – ACM, BPM, CPM, DMS, ECM

    Like

  2. I notice that, over time, definitions such as ECM, seem to change.

    I may need to change ECM in the above to perhaps EAM (Enterprise Asset Management) or ERM (Enterprise Resource Management) but, (sigh), ERM stands for Environmental Environment Resource Management or Enterprise Risk Management.

    Most confusing of all is my RALB (Resource Allocation, Leveling and Balancing) which many apparently interpret as “Ras-related protein Ral-B (RalB) is a protein that in humans is encoded by the RALB gene on chromosome 2”.

    So, here, we have RALB, Ral-B and RALB to worry about.

    Like

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