Category: Approach

Why do organisations bother to Develop, Innovate and Invent?  The motivation and drive is found in their quest to gain Advantage in markets.  They accomplish this by differentiation, an age-old tactic that draws customer attention to their bouquet.  Game, set and match.

Principles of Political Economy and Taxation (Ricardo, 1817), introduced the principle of Comparative Advantage to explain why two countries would engage international trade based on ‘best at doing’.  Rightly so, two hundred years later, the hallmark of ‘best at doing’ is recognised in trusted Brands, high-performance offerings, and differentiation; all guiding an acute ability to Develop, Innovate or Invent (create customer-value) better than any other rival.

Category: Approach

Foundations explain why Pirates are inevitably faced with overwhelming ‘non-performance’, a driver in why companies fail.  Blame shifts from the Pirate to the crew of staff members.  An industry of tool-pushers has become a modern fad that flourishes on the likes of Strategic visions, Performance management and Customer-Relationship management.  Void of Systemic thinking, they treat symptoms of ill-results to enhance organisational health, culture and shared visions, without taking cognisance of root-causes present within its current Structures.  Any superficial remedy applied will strengthen the intrinsic flaw even further, compounded by ‘ill’ management, often leading to further damage, as fatal and degenerative as the structural flaw itself.

Category: Approach

Focussing on Activity as the base to provide Competitive Advantage is flawed.

The reason is simple and based on sound Economics.  Process architecture begins with a framework (process-map or process-schedule) in three phases, Procedure, Activity and Deliverables (in a column format).  In addition, there are design steps to provide Process Integration which define Requirements, Work Flow, Resource utilisation, Quality assurance, and Controls, Testing and Reporting (in a row format).