"94% of Corporation issues and successes exist because of its processes, 6% because of its people."
April 2015
"94% of issues and successes of corporations exist because of its processes, 6% is because of its people."
In other words if a business, or any part of a business succeeds or fails, it will be as a result of the implemented systems and more importantly its implemented processes. This includes people following those processes.... that’s what matters.
Now what is a system?
Context:
Anything which interconnects with something else to produce an outcome can be said to be a 'System'. We are all part of systems... in biology, the human body, physics, machines, an organisation, a football team (Wayne Bennett’s Broncos!), an orchestra.
Awareness:
In the main, a system is made up of individual and separate components which make the system function. These components are unique, as they work and perform the way they do within that particular system. Even more prevalent, than the makeup of the components themselves, is the interactions they have between each other, within the specific system they are in. Their interdependency...their co-relation (co-operative relationship levels). This is one of the key features if not the principal and central focus of systems, as it directly affects on how well the system performs.
Furthermore, each and every system and in turn, each and every sub-system, for more complex systems, has to have an aim, an objective to produce (an outcome) for the system to function properly.
Failure is inevitable when people are 'only doing their best' without guidance, knowledge and direction as to, and supporting, the organisation’s aims and objectives.
Only management can set the systems, including standardised processes, as a basis for improvement.
Understand:
Before deciding to reprimand an individual for not completing his job as foreseen, is it clear on what the root cause of the problem is? How do we know? In all probability it has something to do with the system and not a direct special cause outside the system. Is there a full understanding of the process? Has the person been adequately trained for the specific area he is working on? Is the equipment being used and set up, suitable? What about the materials? Do they conform?
How do we know and if so, by what method?
A new team was brought in to manage work areas and given no guidance from the onset. The new supervisors were left to their own devices to establish processes and systems, based on their own industry backgrounds, standards and experience they had worked with. How do we know what is being done satisfies the system and organisational aims and expectations? How can we blame these workers if they use their procedures and forms without the required guidance and knowledge from management?
Understand, it will be a change of thinking, change in management and conversation framing from conventional management by results ideology to reach a differing perspective. This will take work.
Comments:
"Systems Thinking Delivers Solutions"
"94% of Corporation issues and successes exist because of its processes, 6% because of its people."
April 2015
"94% of issues and successes of corporations exist because of its processes, 6% is because of its people."
In other words if a business, or any part of a business succeeds or fails, it will be as a result of the implemented systems and more importantly its implemented processes. This includes people following those processes.... that’s what matters.
Now what is a system?
Context:
Anything which interconnects with something else to produce an outcome can be said to be a 'System'. We are all part of systems... in biology, the human body, physics, machines, an organisation, a football team (Wayne Bennett’s Broncos!), an orchestra.
Awareness:
In the main, a system is made up of individual and separate components which make the system function. These components are unique, as they work and perform the way they do within that particular system. Even more prevalent, than the makeup of the components themselves, is the interactions they have between each other, within the specific system they are in. Their interdependency...their co-relation (co-operative relationship levels). This is one of the key features if not the principal and central focus of systems, as it directly affects on how well the system performs.
Furthermore, each and every system and in turn, each and every sub-system, for more complex systems, has to have an aim, an objective to produce (an outcome) for the system to function properly.
Failure is inevitable when people are 'only doing their best' without guidance, knowledge and direction as to, and supporting, the organisation’s aims and objectives.
Only management can set the systems, including standardised processes, as a basis for improvement.
Understand:
Before deciding to reprimand an individual for not completing his job as foreseen, is it clear on what the root cause of the problem is? How do we know? In all probability it has something to do with the system and not a direct special cause outside the system. Is there a full understanding of the process? Has the person been adequately trained for the specific area he is working on? Is the equipment being used and set up, suitable? What about the materials? Do they conform?
How do we know and if so, by what method?
A new team was brought in to manage work areas and given no guidance from the onset. The new supervisors were left to their own devices to establish processes and systems, based on their own industry backgrounds, standards and experience they had worked with. How do we know what is being done satisfies the system and organisational aims and expectations? How can we blame these workers if they use their procedures and forms without the required guidance and knowledge from management?
Understand, it will be a change of thinking, change in management and conversation framing from conventional management by results ideology to reach a differing perspective. This will take work.
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