THE FUTURE  A Short Guide to Getting There in One Piece

THE FUTURE A Short Guide to Getting There in One Piece

Neuroscience (understanding the way markets and individuals think) and systems thinking (how operations need to think) must complement traditional solution design. It’s not enough to focus on individual technologies, traditional organisational thinking – structures, people, and processes.

There will come a time (hopefully very soon) when we no longer have to describe an operation by way of an organisation chart. 

Intelligent Operation – Perpetual Reinvention (IOPR)

This is the new definition of the operation – a blueprint that already heralds widespread adoption. Leaders and managers across the operation will reap the benefit – harvesting the full and collective cognitive power of their operational ecosystems. They will adapt, react and respond far more swiftly (effectively) to fast-changing conditions.

Operations will still have challenges – it is the nature of things. We know that the best ideas for any business are through diversity – the combinations of inputs, coming from many places, assembled by many hands who are often not in the same place.

Individual genius at the root of yesterday’s scientific breakthrough has been overtaken by larger, more distributed multidisciplinary teams. They create, combine and access vast bodies of knowledge.

An Emerging Blueprint:

A continuously optimising combination of internal and external systems, technologies and people – composability.

Constantly identifying the key data within dynamical contexts – consequently surface what’s insightful and valuable.

Perpetually curating the intelligence – reporting continuously what happened, what is happening – and what is likely to happen

Arrange actions and collaborations as automation (AI/ML) fulfils the computational heavy lifting needed.

Operations, therefore, are intelligent networks – and ecology. And at scale made of large numbers of people and machines.

The intelligent operation facilitates the emergence of collective intelligence.

No matter how smart or expert a specific system or individual is there’s a compound (accretive) intelligence effect.

The cumulative impact is increased the more effective interplay between them and the scale achieved.

In the near future, many of these challenges will self-heal.

Problem-solving work mostly gets done outside of formal operational flows.

They will generate and execute stronger and stronger ideas that learn.

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About the Author

John CaswellIn 2001 he formed Group Partners in response to the strategic void — a scary hole in how business worked. Strategy is the word he uses to describe plans for change and transformation. He created a global consultancy based in Structured Visual Thinking™ — a collaborative and visual technique for creating strategy and plans. Designed as the antidote to the countess uninspiring and traditional methods for building the right plans for the future.

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