So far in this little series, we’ve identified a few common elements shared throughout the organization: the problem sensing apparatus and the supply/demand modeling apparatus.
What do you get when you take a whole bunch of problems and try to feed them through the funnel of finite capacity? You force the organization to start making tough decisions. In fact, a corollary to that phenomenon is that you often can’t force an organization to appreciate the factors feeding into those decisions until you make that finite capacity abundantly clear to the organization – whether the finite capacity takes the form of TOC throughput or detailed task-oriented resource-based planning.
Now what form that decision making apparatus takes is again up to the organization….it may be informal and based on a method akin to throwing darts at a dartboard – or it may be sophisticated and pull on the latest in analytic hierarchical prioritization.
At some point though, the problem is approved for execution. And that brings us to the crux of this discussion….what happens if the problem is identified and managed at the wrong level?
….that’s the subject for tomorrow’s post.