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The first part of W. Edwards Deming's System of Profound Knowledge (SoPK) is "Appreciation for a System." Dr. Deming defines a system as "a network of interdependent components that work together to try to accomplish the aim of the system."
A somewhat dated urban word to describe how Americans treat their systems is "dissing." Organizations are dissing (disrespecting) their systems by designing them functionally, focusing on the individual and hoping IT provides the interdependence (superglue) to hold it all together.
The result is costly systems run by management focused on the wrong things. What has their attention . . . costs. However, the very thing that they are focused on (costs) increase by virtue of managing their systems by them. It is the American management paradox.
Organizational design leads management of each function to optimize the pieces . . . at the expense of the whole. Management can only "fix" what they can control and performance management is broken into these functions to perpetuate the waste.
Who is managing the end-to-end system? This must be left to the front-line that receives little help from management that is focused on other things - namely, their bonus for their function. CEOs are to far away from the work to be effective and being far away from the work is defined as a good thing in the US.
I listened to a gentleman named Brad Grossman on CNBC last week and went to his website. Like many, he sees that the future jobs in the US will be analytical. Why is it that folks see the need to break things down even more and that more IT is the answer? The evidence or returns don't support this path.
Synthesis is the problem, not more complexity or analysis or especially IT.
I have an upcoming column I am writing for Quality Digest that will delve deeper into the functional separation of work.
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