The Framework

The custom “bespoke” collaborative management system design framework, practices and considerations presented on this site are organized into nine distinct but related components. The design team (participants + design consultants) typically begin by addressing these components in sequence. However, there is often an iterative “back and forth” refinement between the components. The first eight components provide a “springboard” to the creative design process. In addition, the current system is evaluated and strengths and areas for improvement identified. The need for management systems is not new, Mo-Tze identified the value of a system to manage in 500 BCE.   

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1. System Purpose and Requirements

Designer William McDonough proposes, "design is the first signal of human intention." Consequently, the first step in design is to define the intent or purpose of the particular system being designed. During this first step the participants develop a clear understanding of the purpose(s) for the system; identify the key features, functions and components of the system and the associated requirements. The applicable Items and Areas to Address in the Criteria for Performance Excellence (CPE) are used as a key input to this first phase. Read more...

  

2. Nature of the System

Systems and processes differ in many ways but the “nature” of the process will guide many design decisions. Is the system composed of physical processes (manufacturing, transportation, etc.); knowledge or information processes (loan processing, insurance claims, etc.); or creative processes (strategy development, product development, etc.)? Many systems are composed of combinations of two or sometimes all three types of processes – physical, knowledge, and creative. The nature of the process/system influences design decisions such as the level of process control required, the level of specificity of the various process steps and activities, etc.  Read more...

3. Theories and Concepts

Understand the key theories and concepts that inform this process. What do we already know about this type of system? Jeffrey Pfeffer and Robert Sutton in their book Hard Facts, Dangerous Half-Truths and Total Nonsense: Profiting from Evidence-Based Management make the point that practitioner’s actions and practices are often not based on the latest scientific theory and are often practices that we already know do not work. It is impractical for the design team to study all the relevant literature on a particular process or system. Consequently subject matter experts (SMEs) are included on the team to provide this knowledge as needed throughout the design process. The eleven CPE core values and concepts are a key input into this phase of the design process.  Read more...

4. Inspiring Examples

World class examples bring the theories and concepts "alive." Participants review and explore how high performing organizations have applied the concepts to their particular organizations. This review of example designs help clarify the concepts and applications and inspire the design team’s creative thinking. These examples are used at two different points in the design process. First, high level conceptual design examples are used during the initial discovery and conceptual design processes. Second, detailed examples are used during the detailed design phase to provide tangible options and ideas. Examples from award winning organizations (e.g., Baldrige recipients) are used to inspire the design team’s thinking.  Read more...

5. Unique Context

The design of any custom management system is dependent on the specific context of the unique organization. Using the organizational profile developed during the first workshop "Enterprise System," participants identify the key factors that will influence the design of a custom system to fit the unique needs of the organization. For example, the appropriate strategic management system for the local “Mom and Pop” grocery store is likely to be a bit different from the appropriate system for a multi-national Fortune 500 company with operations in over 40 countries. In order to design a system to fit the unique characteristics of the organization you first have to identify the key organizational factors that impact the design of the particular system.  Read more...

6. Design Principles

Design principles are the desired characteristics of the new system. They are cross-cutting and are used to inform the design. Participants begin with established management system design principles such as balance, sustainability convenience (user friendly), alignment, learning, etc. and then identify any additional characteristics or design principles to consider during the diagnosis and design phases.  Read more...

7. System Integration

Understand how this system or process fits within the larger organization system. Most management systems are part of a larger system of management systems that combine to manage the overall enterprise. For example, a strategy system interacts with several other systems including: the enterprise scorecard, governance system, human resource systems, and so forth. A system perspective of the larger enterprise management system helps design management systems that are congruent, aligned, and integrated. The systems perspective allows organizations to look beyond the immediate goal or desired outcome of a particular system and identify key leverage points in the overall system to achieve their objectives and purposes.  Read more...

8. Diagnosis

Dr. W. Edwards Deming proposed, "if you can’t describe what you’re doing as a process, then you don’t know what you’re doing." It is very difficult to diagnose an existing system until the details and design of the system are made explicit. Participants describe the key characteristics of the existing system in sufficient detail to provide a common understanding for the diagnosis.  Read more...

9. Design

Using the information and concepts from the first eight steps as a “spring board” the design team develops an ideal conceptual design.

Ideal Conceptual Design

During this first step participants stretch their thinking to develop a vision of how the organization could be in an ideal world. In this case, an ideal world is defined as one with unlimited resources and technology as well as the desired ideal culture. Experience suggests that if the participants first develop an ideal design and then a doable design, they will end up with a better (more mature) design than if they go directly to the doable design. When attempting to redesign a system or process, participants are often “prisoners” of their previous experiences and learning. Participants that attempt to go directly from the current design to the desirable but “doable” design fall well short of what is actually possible.

Doable Conceptual Design

Once the participants have developed the ideal design, it is time to identify the constraints to achieving that design. Participants review the ideal design and identify the challenges or obstacles to developing and deploying the ideal design. Once the obstacles and challenges are identified the participants use creativity exercises and techniques to develop solutions to overcome the constraints. If creative solutions are not identified for a particular constraint, the participants refine the ideal design to create a doable design.

Development and Deployment Plan

The design studio workshop ends with a conceptual doable design. After the workshop the system still has to be fully designed (detailed), developed (tested and refined), and deployed (implemented). Participants develop a plan to further develop the system detailed design, test the design and deploy the design to the appropriate organization areas. In addition, a system "owner" is identified to lead the development and deployment phases.

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