Wishing You A Safe and Prosperous New Year!
Which is kind of like “Protect and Improve” – with their first things first – sequencing.
Do you read something into or out of the sequence of things?
As an Analyst of any stripe – in the wide and varied Performance Improvement field – perhaps you should.
The Variables Be The Levers of PI
Many Spokes on Our Wheel of Performance Improvement.
My model has 12.
12 Boxes. 12 Levers. 12 sets of variables all interconnected or not with each other as part of the system.
Leveraging the Master Performers Amongst Us
In your pursuit of Organizational Performance Improvement via Process Performance Improvement improvement via some Performance Improvement effort one or more of the Individual subsystems of the Performance Context – to Achieve Peak Performance – to Protect and Improve the Enterprise – you can best leverage the situation by finding and learning from and teaching others what you have been taught by an exemplar, which I refer to as a Master Performer – an arbitrary choice of labels from the dozens available for exemplar.
It’s very critical to be thinking on behalf of all of the Stakeholders as one does the analysis of performance and the gaps. For the Gaps are derived from the measures of the outputs – and measures of any Output – or the Process that produced it – are owned by the Stakeholders – whether any one likes that, or not. It is what it is.
Do you know “what it is?” regarding your own outputs and processes – and what the Stakeholders need – and want?
So my Architectural Views of Performance Include
The Organization Chart – for identifying the Departments.
Management Performance Models -as the unifying framework for each and every Department.
Performance and Enabler Data
Generated with the help of a PIC – Performance Improvement Consultant – but after that owned and kept up/ maintained by the department itself. For all Departments. In the Core Area were several divisions: Department Core, Functional Core, Enterprise Core – 3 sets of Processes Types someone in the Department is working on. With their own gaps identified – for resolution “if” the ROI estimate makes it worthwhile, beyond nuisance value.
Not everything that can be fixed should be fixed.
Much of This Was Covered In This 1994 Book
Business Architectures etc.
All of this is very compatible with your ERP System I do believe.
The Enablers of Enterprise Process Performance
Are those Enterprise Systems/ Sub-Systems that “provision” the Right Stuff to the Processes at the Right Time at the Right Cost getting it done? If there is an issue in the Process – it is helpful to have some kind of mental model available to look to, to use, to both diagnose the issue and design the solution-set.
This is My Diagnosis and Design Model for That Analysis.
In any event…
Happy New Year!
# # #