Interacting Over Time

Quezon City, Philippines.

The cover-image presents the highly-aggregated System Dynamics Model of the world, which was used in “The Limits to Growth“, a controversial 1972 book that fearlessly explored the predicament of humankind for the next hundred-years. Funded by the Volkswagen Foundation and commissioned by the Club of Rome it was first presented at the St. Gallen Symposium. Its authors were Donella H. Meadows, Dennis L. Meadows, Jørgen Randers, and William W. Behrens III. The book used the World3 model to simulate the consequence of interactions between the Earth’s and human systems. More… https://en.wikipedia.org/wiki/The_Limits_to_Growth

While the field of System Dynamics a.k.a. Systems Thinking was a breakthrough in policy-/ strategy-approach dating back as early as 1970s, but it remains at the ivory tower and failed to reach the critical-mass of policy-/ strategy-makers; and to secure adequate understanding and acceptance thus, slowing-down the expected technology-diffusion.

I was introduced to the field while taking my masters degree at the Asian Institute of Technology- Bangkok (AIT) back in 1981, by Professor Khalid Saeed who eventually rose to become President of the prestigious System Dynamics Society-USA; and it did changed the way I look at things. However, up until now, there is still a great need for me to deliver an elevator-speech on the subject if/ when somebody ask me about System Dynamics. While efforts were not lacking in addressing this shortcoming i.e., Systems-Thinking by Peter Senge, Thinking-On-Systems by Donella Meadows etc.; but these words/ phrases still sound too technical, even to an engineering masteral-student.

Come to think about it, the relevant terms are as follows: 1. System – a set of connected things or parts forming and interacting as a complex whole to achieve certain objective(s); 2. Dynamics – is a branch of applied mathematics (specifically classical mechanics) concerned with the study of forces and torques and their effect on motion, which changes over time.

In the midst of this complexity, I have identified common terms which I believe should facilitate understanding of what system-dynamics is all about without much ado; and they are the words INTERACTION (of components) and their cause and effect over-a-period-of-time or simply, OVER-TIME..

Wanting to simplify things and make them more understandable to as many people as possible, I titled my Facebook-page and proposes an alternative name (for SD or ST or TOS) “INTERACTING OVER TIME”. Relevant posting in that page can be viewed by clicking here.

Transforming Supply Chains/ Networks

Quezon City, Philippines.

Supply Chain/ Network Transformation (SC/NT) entails fundamental change in the organization, and the rest of the chain/ network participants. It calls for much more than making small improvements within the traditional functional and organizational “silos”; with the objective of maximizing supply-chain value, and at the same time satisfying customer needs and wants.

Let us be reminded that supply-chains normally encompass all business activities and/ or companies needed to design, make, deliver, and use particular product(s)—which could be a physical goods or a service.

SC/NT is a subset of Supply Chain Management which for our purpose will be defined as the COORDINATED planning, leading, organizing, and controlling of pertinent aspects of product designs, transformations, storage, locations, and movement between and among the participants in a supply chain; in order to achieve the best mix of responsiveness and efficiency for the particular market being served.

Relevant micro-blogs can be viewed by clicking here.

Strategy Execution, The Project Management Approach

Quezon City, Philippines.

The Strategy Execution – Project Management Approach (SE-PMA) is a high-percentage approach to executing strategies.

The inability of organizations to effectively execute their business strategies is one of the major factors limiting their success. Recent management research and literature (Kaplan & Norton 2008) has thoroughly documented the importance of strategy execution in creating corporate value.

Sound execution is indeed critical—focusing on making strategy work surely result in a healthy organization. However, it is rather unfortunate that most organizations find it difficult to develop and adopt a disciplined approach to it.

While it is true that strategy execution can be difficult, but it is not impossible. A carefully planned, systemic, and systematic approach to execution is needed to overcome these barriers in attaining strategic goals and objectives. The SE-PMA is that approach i.e., by utilizing the proven project-portfolio management methodology in an enterprise scale.

Relevant micro-blogs can be viewed by clicking here.