Time to build a Global Resource Planning (GRP) System?

Interesting meeting this pm with Alex McGillivray of Accountability, bouncing around innovation priorities for global re...

November 29, 2006

Interesting meeting this pm with Alex McGillivray of Accountability, bouncing around innovation priorities for global resource management.

FWIW, here’s a conceptual brain-dump of some of the GRP issues that will face us in such an endeavor. These 6 were co-created in a similar free-flow session with Dr Anne-Marie Warris of LRQA, and heavily influenced by the thinking of Freddie McMahon:

Six thought-starters:

1. Move Beyond Knowledgeflow. Move beyond workflow. Manage Decision-Flow.

Just as lean manufacturing aspires to observe understand the flow of work within an organisation, taking into account variation and understanding work as a system, so tomorrow’s knowledge-centric and stakeholder decentric management systems will need to understand decision-flow…the interface of human behaviour, governance constraints (of all forms) and procedures.

Just as lean manufacturing was the natural outcome of quality optimisation and workflow management, so LEAN MANAGEMENT is the aspiration of optimised decision-flow – providing ‘just in time’ knowledge and human resources and systemically embedded regulation to make better decisions ALL the time.

Another way to copnceptualise this is as ‘nano-accountability’ – crystallising wisdom into snap decisions…

2. Disperse Responsibility

Management systems do not only act to internalise externalities. They can actually externalise internalities – being a system of influence on the outside world…

The mechanisms for this redistribution: collaboration, crystallised individual responsibility, engagement protocols and process-design templates will increasing need to be detached from the management systems they enable, and sprinkled across value-chains…

Existing, emerging principles of multi-stakeholder governance must give way to the mechanisms of MUTUAL governance which are dynamic. Systems must be both compatible and contestable their assumptions and intentions must be transparent and built in, but alterable upon demand…

3. Humanise the System in Use

What matters is not the system, but the system in use. i.e the reality of human behaviour as knowledge, process and human purpose/motivation combine. How do we optimise environmental (or indeed any other) systems around users? Can we more closely involve users in systems-design and adjustment?

Notwithstanding empathy and brain-sensing technologies, we need to used RFID and other technologies to interpret human behaviour, and serve insights back to the individual…

4. Automate Assurance

We need new mechanisms of risk-based and remote assurance of shared systems.

Need ‘routines’ to interrogate systems

Both systems change and behaviour change should leave a trail within organisations…to allow instant accountability

5. Build a New Open Systems Architecture

We need to design in assurability from the outset.
We need a common modular structure which designs human-centric processes
We need a set of meta processes which codify, or explain soft systems: e.g. stakeholder dialogue, internal communication etc.
We need to be able to carry tacit and explicit information through the system.
But how?

6. Seek out and invest in new accountability ‘technologies’

We need a raft of new technologies to design systems, manage systems, interrogate systems and adapt systems…

These technologies will include new knowledge vessels, easy to use system design tools/components, new accountability mechanisms and new collaborative methods.

Er…that’s it.

The question for those who manage today’s global decision architectures, is – what is your role in tomorrow’s GRP?