| Since the beginning of business, various methods for | | | | stopped to think, "Is the way things have always |
| operating and developing the business have been | | | | been done the best way". What we do is to accept |
| identified and refined. These have evolved into the | | | | the way that things have always been done as the |
| conventional methods that we use today. We | | | | basis and try to improve the way that things have |
| improve management and effect business change by | | | | always been done. |
| adding new conventional methods on the existing | | | | So no one ever studies the possibility that the |
| methods in place. | | | | fundamentals of how we define a business enterprise |
| We now have a large business change and | | | | may be faulty, or that basic definitions employed in |
| management improvement industry. There are | | | | our management methods and books may be flawed. |
| thousands of books explaining business and | | | | New conventional business change methods devise |
| management improvement. Management gurus put | | | | ways to alleviate the symptoms of fundamental |
| on all kinds of seminars. Many companies participate, | | | | problems inherent in the way things have always |
| such as vendors with packaged solutions, websites | | | | been done. This we can do ad infinitum without ever |
| selling improvement methods and techniques, | | | | solving the problems. |
| business change consultants and their methodologies, | | | | Management improvement books are written using |
| etc. The whole industry is based on touting different | | | | the academic approach, where the existing body of |
| ways to do the same things. | | | | knowledge or published record is accepted as the |
| Over the past decade, we saw supposed | | | | valid basis. Many of the books cut, reorganize, and |
| breakthroughs like business process re-engineering, | | | | paste what has already been written. Other books |
| business transformation methods, and enterprise | | | | describe innovative ways enterprises are coping with |
| resource planning. But, these were not | | | | conventional methods. The objective is to produce |
| breakthroughs, since they did not address | | | | some incremental improvement. |
| fundamental problems. They were just new names | | | | Conventional approaches to business change and |
| and methods to do the same old things. | | | | management improvement prevent the breakthrough |
| Why are there so many different ways to do the | | | | needed to solve problems inherent in the |
| same thing? Why isn't there just one right way? It is | | | | fundamentals of what we are trying to change or |
| simply because all of these different ways are the | | | | improve. We come up with more and more solutions, |
| wrong way, because they build on fundamental | | | | enterprises spend more and more money on change |
| problems. Since all the different ways we do things | | | | and improvement, and the fundamental problems |
| are wrong, we can only define the right way by | | | | remain untouched. This is great for the booming |
| identifying the wrong ways that are | | | | business change and management improvement |
| generally-accepted. The basis for our methods and | | | | industry. But is it great for our enterprises and their |
| standards is not because they are the fundamentally | | | | investors? |
| sound and understood right away, but because they | | | | We need to step back and take a completely new |
| are the most widely-accepted wrong way. If anyone | | | | look at the basics of our business enterprise. What |
| ever comes up with the one right way, it would be | | | | are the basic things the enterprise does? Can we |
| known and accepted and all of the wrong ways | | | | define and measure these basic things? What are the |
| would be obsolete. | | | | commonalties that are basic to all enterprises? Can |
| How many methods do we have and how many | | | | we construct a strong foundation from the basics of |
| books have been written about the symptoms of | | | | what all business enterprises do? |
| fundamental problems that arise in corporate | | | | We should also look at what differentiates our |
| governance, organization and change management, | | | | enterprises. Can we define a specific areas that |
| investment management, capital development, | | | | enterprises design for themselves to gain advantage? |
| performance management, cost and value | | | | Can we standardize other areas for collaboration and |
| management, solution alignment, business | | | | common solutions? |
| collaboration, etc. Why do we keep coming up with | | | | If we do this properly, we will have one fundamental |
| new solutions, if previous solutions were supposed to | | | | right way to describe and organize any enterprise |
| have solved the problem? | | | | and one right way to solve each of the business |
| Since the beginning of business, no one has ever | | | | problems we all face. |