Adopting sure fire techniques for optimum productivity results does not equate to an inertia unto overall systems fails.
article witten by Ellysutra Sulaiman
Blonde, ponytailed CEO in casual white tees, blue jeans and snake skinned boots stepped into the board room; an urgent call for the meeting as his dark eagle eyes roamed for executive excuses to snooze in shady corners, nor yes-men masqueraders.
The entire job/assignment systems in place needed ad-hoc review.
The different departments directly/indirectly designated needed to demonstrate more staff comitment.
The collateral derivatives to project results require a nudge reform for reflections.
And most of all, the ‘Bullet With No Name’ straying in space needed landing protocols decisively, or should a homing device be inevitably considered.
Having thrown his cards, the maverick CEO reclined back, dunked both feet onto the table, snipped off and lighted his piece of Monte Cristo, invading the board room breathing capacity briskly.
He phased well the transition his staff were experiencing; he merely repositioned alignment of the meeting’s focus tantamount as in any other corporate business and away from the popular belief, with the belief that if he was any typical, any stranger from catalytic function of ‘The Man On The Moon’, he would gladly step down from position.
In fact, in reclined, he was already sightseeing in a Goa Escapade.
The systems in order needed a boost to its Survivability Quotient.
It is plain sense knowing one DO NOT overuse common tools for example, knives without sending them for earnest sharpening routinely, or even randomly for inspection purposes.
Processes undergoing rigorous uses could have gone either way; growth in productivity or insubordinately, squirelling in circles meant to stretch payroll timelines.
The above were not means, but ends to a pre-selected change management approach.
Risk-aversed methodologies that could possibly be considered, in order to downplay monitoring redundancy, are referrals to previous research studies on process inertias caused by goal-setting fails and scaling the systems choreography from 1-10.
Familiarly, the CEO constructed his visions and comfortably, his staff evaluated those visions.
The human capital is a fragile subject matter of a darling appeal.
How and why?
On a number of occasions, the announcement of corporate statistics may subjectively be inferred for the mid/long term corporate projections.
After all, indicators may model the simulation of a BPM health check if not however, the message receptors ‘tell even before a kiss’.
Market sentiments against industrial morale.
Deprecating optimal solutions technically designed to be game changers had then led to a stiffer vertical resistance.
The dependency state of BPM could be a natural, subjugated phenomenon often underhandedly consorted to freeloadings of intellectual property, industrial manuals and other irrelevant pilferages of manufacturing/supply chain budget.
And we all know, as any top Jamaican sprinters would tell you; the ‘Plateau Effect’ of any systems fitness as to a BPM progress curves could be athletically managed.
On other fronts, involving recent applications and various platforms, the philosophies of BPM had also been deciphered during the 8th APAC Business Research Conference 9-10 February 2015 in Kuala Lumpur.
That conference was sponsored by eight international peer reviewed journals indexed by Cabell’s, Ulrich, EBSCO of USA and ERA of Australia and five of them ranked by Australian Business Dean Council (ABDC). Some of those journals had been in the process of indexing by Scopus.
The conference was also sponsored by the two international organisations such as World Business Institute, Australia, and American Research and Publications International, USA.
In Tokyo on 28-29 May 2015, The ICBM 2015: 17th International Conference on Business and Management aims to bring together leading academic scientists, researchers and research scholars to exchange and share their experiences and research results about all aspects of Business and Management. It also provides the premier interdisciplinary forum for researchers, practitioners and educators to present and discuss the most recent innovations, trends, and concerns, practical challenges encountered and the solutions adopted in the field of Business and Management.
Interestingly last April 15, 2015 in Moscow the “BPM Day” had been celebrated in conjuction with a conference is being organized by TAdviser – the expert center for the automation of business in Russia.
The following main topics that had been discussed during the conference were the BPM market in Russia: volume and key suppliers, when is BPM needed and when is it not necessary, the Integration of BPM with ECM systems: main problems, visual design of business processes: available tools, BPM and analytics and forecasts for the market development.
What deemed to be The World’s Most Important Gathering of CIOs and Senior IT Executives, seemed to be held in Dubai, UAE this coming 19-21 May 2015, and of course in Goa, India on the 2-5 November 2015.
The CEO realised his cigar had self extinguished, for in amazement he had hardly taken a puff.
Springing onto his two feet and flipping thumbs up to a couple of his staff who were going to longboard training later that evening with him, he picked up a call from Alto Pato; another CEO comrade just asking to know if their other close aide would be skateboarding to his office in the White House the next day.
Just like that, the CEO quietly stepped out the board room.
Alexander Solomon LLP 