Traditional management
Views a business mainly as the hierarchy of accountability for business functions. In this view, to adapt to change is a quite clumsy and time-consuming process, too slow to cope with acceleration.
Especially if - like in most such cases – multiple functions need to engage.
The delta-T methodology for agile business management
Instead recognizes the entire business as an ecosystem. This means to consider the business as:
- A network of elements, generating value for customers,
- With elements both inside and outside of the business organization: Customers are elements of this ecosystem, suppliers are part, partners are part, s are competitors,
- Fluidly and flexibly serving each other
- By flows of matter, energy and information
In this framework the approach to adaption is very different and much faster: instead of going up and down the hierarchy for decision making, planning and execution we can focus on one single element to adjust: the constraint in the flow to be resolved. Then we can quickly agree with the concerned owners on how to move forward, in a networked project.
As Kotter says in his article in Harvard Business Review: “a different methodology than we traditionally use in daily management”
