The importance of developing tools that will reconsolidate companies with their initial driveFrederic Dufour / Dec 09 , 2016
In a growing company, the agility and dynamism that characterized the enthusiasm of the early days gradually gives way to a formalization of processes, roles, and responsibilities. Everyone therefore takes up a function or role that is assigned to them according to their capabilities. These delimitations are expressed through budgets, objectives, means, procedures, and obligations that shape the culture of the company along with each of its stakeholders.
In a stable environment where management components are under control, the situation may seem satisfactory as the company offers its stakeholders a reassuring framework. This framework translates into controlled schedules, a realistic workload, and respected deadlines.
On the other hand, for the company to innovate and step out of the box, the environment requires increased uncertainty to incite the need for agility. Problematically, the formalised “enterprise system” often proves incapable of such a flexible operation, and contents itself with its regular performance.
Like all living beings, the company responds to dynamic operating rules which are, by definition, evolutionary, and adaptive.
It is therefore crucial for the company to have the capacity to adapt flexibly and rapidly in response to any changes undergone or desired.
However, the gradual formalisation of processes and roles – often tied to a rigidification of mentalities and behaviours – leads to:
– Managers having poor knowledge regarding realities
– Management of fragmented and isolated departments
– Overabundant and often unnecessary communication
– Cumbersome reporting
– Lack of creativity
– Careerism which is detrimental to the interests of the company
Furthermore, management and planning tools that link the actors of the company to coordinate their work over different time periods and make decisions that optimize the use of resources also generate more disruptions than solutions.
The tools are the following:
– Disconnected from one another
– Barely “intelligent”
– Static in their mode of operation
– Solicit low and inaccurate data collection and consolidation
– Unable to create dynamic simulations
– Assume infinite resources, neglecting the real capacities of the resources available
Without the help of methodologies and planning tools that enable agile and efficient management, the enterprise misses out on many business opportunities, resulting in a less than optimal use of scarce and expensive skilled resources.
To regain the initial agility, or to simply become an open, innovative, efficient, and attractive 21st century company that benefits all stakeholders, new methodologies and planning tools are being developed.
These methodologies and tools work in unison to reconcile the different dimensions of management that tend to drift apart as the company grows.
You may also like
How to adopt new lean techniques thanks to ELP – Part 2
This article provides guidance regarding the adoption of Lean practices that lie at the heart of the Enterprise Lean Planning methodologies (part 2).
The Different Levels of Decision Intelligence
In this article, Professor Libert explores the relationships between the different levels of planning in light of intelligent decision-making processes.
The 3 stages of the implementation of PlanningForce
This article details the three steps followed by PlanningForce consultants when implementing the solution : design, development, and deployment.