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| Action 1 of 3 | ||||||
| For a link to this page alone, which you can e-mail, click here. To see the main site from this page alone, click here. | ||||||
| If your team votes to adopt the only operational model capable of creating that rich future, which you envision for your company, create the first step-up in performance immediately, by taking three decisive actions: Fill the missing roles; sequence all the active projects; and target the multitasking. | ||||||
| This first action, creating the missing roles, generates immediate benefits for you as well as longer-term benefits for your company. The first missing role is that of Chief Matrix Officer, CMO 1 . The CMO is responsible directly to you; the person in this role serves as your first officer, whom you trust with all the resources of your company and all the minute-by-minute decisions needed for the effective pursuit of your vision. | ||||||
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The CMO is very much a member of your senior
team. However, responsibility for all
strategic decisions remain with you and with
your entire team of direct-reports.
Specifically, you and your entire team
retain the sizable burden of developing your
company's strategic plan, and the report
that documents the strategic plan is the
work-output of the entire team. The
CMO, in turn, accepts responsibility for two
objectives:
The CMO's responsibility to you is second only to your fiduciary responsibility to the shareholders. Your support, for the trusted individual who accepts this responsibility, must be commensurate; that support must come as, both, a formal delegation of authority for all the tactical or day-to-day decisions, and a degree of trust that prevents even you from overruling those decisions. |
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| The second missing role is a technical one. Our term for this role is Enterprise-Analyst. The Enterprise-Analysts report directly to the CMO. Each individual in the role of Enterprise-Analyst maintains the enterprise-model 2 for one primary system 3 or business-unit. A corporation with, say, six primary systems would need six people in the role of enterprise-analyst. | ||||||
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| Notes: | ||||||
| 1 Some companies use the term Chief Operating Officer (COO), to describe this totally tactical role. However, often the role of COO is defined vaguely or in non-operational terms, rendering the role operationally ineffective. We find it useful to introduce the new term, Chief Matrix Officer (CMO), and to define the corresponding role explicitly and completely. The new term lets you avoid personal conflicts with direct-reports, as the you create an indispensable, permanent capability for your company. ↑ | ||||||
| 2 If the projects of a primary system share resources continually, the calculation of the expected values of the duration to events of interest, such as the completion-events of the projects, is not possible with project-level models alone. Project-level models do not account for the severe cross-project interactions that the continual sharing of resources creates. An enterprise-model consists of properly integrated project-level models. By taking into account the significant cross-project interactions, an enterprise-model yields the real-time or operational measurements that enable the effective control of resources. ↑ | ||||||
| 3 The term, primary system, denotes the set of all organizational elements (resources plus managers) needed to identify, create, and deliver benefits (products and/or services) continually to one or more well-defined markets. Primary systems cannot share organizational elements operationally. An organizational element that supports to two or more primary systems does so only as an external supplier to all the systems that it supports. The term, business-unit, is operationally meaningful in reference to a subset of the organizational elements of a corporation only if the subset of elements constitutes a primary system. ↑ | ||||||
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