INTEROPERABILITY: THE IDEA
The most recent issue of Foreign Affairs contains a critique, 'Obama's New Global Posture'. Leaving aside the merits or otherwise of Obama's military policy and US foreign policy generally, one can draw, I think, an interesting analogy with business operations. How does interoperability translate into more efficient, cross-functional operation and organic growth?
Employees incorporate a 'FORWARD LOOKING, FORWARD POSTURE'.
...
Here are my bullet thoughts.
FORWARD MOVING
Interoperability entails 'Burden-Sharing'. By breaking down orgnisational siloes within operations, employees can 'walk and chew gum' at the same time.
Always deployed, they can cross-read and cross-realise targets (for eg, reduction in mortgage processing errors in documentation as well as watching for credit assessment glitches or sales prospects).
Employees thus have a 'Whole-of-Operations' focus and intent.
'MORE FOR LESS'
Employees and line supervisors/managers can draw on 'key assets and support networks' as the need arises.
Agents make valued use of Skunk Works, skill-sharing..
They build resilience.
OFFENSIVE-DEFENSIVE CONSCIOUSNESS
(Cf Moltke). Every person is actively involved in risk-planning and growth strategy.
'SUSTAINED INTEGRATED TRAINING'
Training cost is minimised because training is presumed.
Skill-acquisition is oriented to targetted planning and daily operating rhythym.
Eg, of "board walks" where employees proactively elicit advice/knowledge transfer from other areas within operations on regular basis.
COMMITTMENT-OPERATIONAL PLEDGE
Employees are committed to oeprational mandate (eg Customer Charters) and integrate this into daily operations.
INNOVATION IS CELEBRATED
Process is incentivised and worked into planning.
Innovation successes AS WELL AS TEACHABLE FAILURES heroised.
No comments:
Post a Comment