Creating Value with Strategic Resources

Past-cast Series — Seeing relevance in earlier publications

Puente, Luz Maria, and Hal Rabbino. 2003. Creating Value with Strategic Resources, The Connector: Connecting Systems Thinkers Around the World, 1(5), September-October.

Why do people have such a difficult time identifying the resources that create value for their organization? Our experience shows that this difficulty stems from a lack of understanding of how resources act together to create value.

Optimizing the Organizational Design of a Typical Upstream Exploration and Production Company

Past-cast Series — Seeing relevance in earlier publications

Rabbino, Hal, Cleon Dunham, and James Ritchie-Dunham. 2004. Optimizing the Organizational Design of a Typical Upstream Exploration and Production Company, Journal of Petroleum Technology, February.

In the petroleum business, the acquisition, exploration, and production functions are highly interrelated, yet they usually are conceptualized and managed as independent areas. Much of this separation is because of the very complex nature of both exploration and production operations. Another is that, financially, most companies evaluate exploration opportunities separately from production opportunities.  To break through this traditional barrier, an approach called “GRASP” is a practical yet robust framework that helps management to identify, align, and leverage strategic operating resources within the area, and also to optimize these resources across the E&P divide, as well as with stakeholders outside the organization. It articulates and evaluates the Goals, Resources, Actions, Structures, and People that such an organization must have (or acquire) and effectively deploy to successfully compete in the modern E&P environment.  E&P project analysis seen through the GRASP lens looks and feels very different.

Managing the Global to Local Paradox

Past-cast Series — Seeing relevance in earlier publications

Rabbino, Hal and James Ritchie-Dunham. 2006. Managing the Global to Local Paradox, The Systems Thinker, 17(6), 8-10.

When reflecting on why certain systems behave the way they do, we regularly look for patterns of conflict among strategic resources within the organization.  Strategic resources are those resources that management knows are important to the survival and long-term health of the organization.  This conflict among strategic resources often seems to be due in great measure to what we call the “global to local paradox” of management practices.  The global to local paradox reflects the impact of the difference in philosophy in various levels of the organization as to what to do with strategic resources.

Managing from Clarity: Identifying, Aligning and Leveraging Strategic Resources

Past-cast Series — Seeing relevance in earlier publications

Ritchie-Dunham, James, and Hal Rabbino. 2001. Managing from Clarity: Identifying, Aligning and Leveraging Strategic Resources, Chichester: Wiley.

In searching for the organizational ‘magic’ that makes some businesses thrive and other fail, management gurus, academic seers and business leaders strive to articulate a single reason for success. Managers are then faced with analyzing numerous findings and trying to integrate the best elements from each view that makes sense to them.

Managing from Clarity integrates the different views into one, streamlined structure which includes organizational as well as operational dynamics and moves it into the realm of strategic management. A host of tools and processes are presented, which offer leaders the means to make informed and deeply thought decisions on how best to balance multiple strategic issues. This books shows managers how to:  describe an individual’s mental map of the world as a basis for decision-making; clearly articulate and map key relationships across the entire organization; describe the basis for developing a common, systemic platform for communication of strategic issues; provide a rigorous and straightforward method for testing strategic hypotheses; identify the essential strategic resources within a firm; and so harness the enormous potential for performance improvement that comes from integrating and aligning the mental methods of the individuals of the firm around the global goals of the organization.

Toward a Dynamic Theory of Antibiotic Resistance

Past-cast Series — Seeing relevance in earlier publications

Homer, Jack, James Ritchie-Dunham, Hal Rabbino, Luz Maria Puente, James Jorgensen, Kate Hendricks. 2000. Toward a Dynamic Theory of Antibiotic Resistance, System Dynamics Review, 16(4), 287-319.

Many common bacterial pathogens have become increasingly resistant to the antibiotics used to treat them. The evidence suggests that the essential cause of the problem is the extensive and often inappropriate use of antibiotics, a practice that encourages the proliferation of resistant mutant strains of bacteria while suppressing the susceptible strains. However, it is not clear to what extent antibiotic use must be reduced to avoid or reverse an epidemic of antibiotic resistance, and how early the interventions must be made to be effective. To investigate these questions, we have developed a small system dynamics model that portrays changes over a period of years to three subsets of a bacterial population— antibiotic-susceptible, intermediately resistant, and highly resistant. The details and continuing refinement of this model are based on a case study of Streptococcus pneumoniae, a leading cause of illness and death worldwide. The paper presents the model’s structure and behavior and identifies open questions for future work.