Past-cast Series — Seeing relevance in earlier publications
Shingo’s breakthrough improves the way strategy researchers and managers talk about and design high-leverage strategies and tactics. Seeing production as a concatenated net of operations and processes not only negates the dysfunctional effects of Anthony’s paradigm, but also leads to a framework for strategic management (SM) as a well-specified net of strategies and tactics that deliver direct, dynamic and structural leverage. Anchored in system dynamics, systemic leverage (SL) analysis and synthesis can help managers align multiple, system goal aiming tactics that mix pure action with communication in corporate-, business- and functional-level strategy. The insight gained from SM’s net view with SL analysis brings modern management a step closer to the tradeoffs-free synthesis to direct managerial attention to the combined effects of direct, dynamic and structural leverage in strategy making.
Pingback: A Common Object-ive Is Not a Deeper Shared Purpose — How to Know the Difference « Jim Ritchie-Dunham
Pingback: What People Mean By “We Are Systems Thinkers” « Jim Ritchie-Dunham
Pingback: FREEE Energy: Use It or Lose It « Jim Ritchie-Dunham
Pingback: 3 Keys to Unlocking Impact « Reflections of a Pactoecographer
Pingback: 3 Keys to Unlocking Impact – ISC
Pingback: Getting The Universe To Conspire With You « Reflections of a Pactoecographer