One person is perfectly aligned in ideas, plans, and actions. When the organization grows:
- Ideas and values scatter along and become dispersed,
- Plans and models are misunderstood,
- And the original and ultimate sense of any task is lost in the middle of any project management system (PMS)
This is not a problem that can be effectively managed by redesigning the PMS itself; is something deeper, is human’s nature aversion to handle lots of dutys at the same time they think hard on the roots and final meaning of them.
The leader so has an integrated-sensefull vision of any strategy he drives on, and this is that many implicit details are given as “obvious”, and so not necessary to be specified. Obviously, a limited-clever group can share all of it without no more than “looking into eyes”.
But deployment blurrs this pristine common-shared thinking.
Reasons:
- Intellectual level.
- Lack of making explicit the “obvious” details.
- Tasks splitting into groups of people.
One key point is, not much surprisingly, organise deployment focused on these details. People minds details more than abstract concepts.
Imagine that one VISION has n first level tasks, T1-Tn, m subtasks, and then splitted into i groups with j people each of them. The total number of items to be coordinated and reminded with the VISION sense is , enormous in most cases, and moreover, the settings of the VISION project flow complicate the final sense holding and transmission ad-infinitum: (Combinations), with
All that is an unfeasible mission.
To make sense and details to be “hold&flow”, you have to do the following:
- Limit TASKS to the 1st level, and n≤10
- i≤2 ; i=1 better à1 group assigned, 1 first level Task to complete it entirely
- Automate Tasks completion as much as possible in their most routinary areas, and so free minds for value sense.
- Continiously criss-cross people with the sense, objectives and restrictions
- Continiously depurate those actions that are not clear to aligned and value creators.
Finaly, the Cyber-Factorys have few-clever-qualified people that make all flow to be agile and “North-coursed”, but at the same time, they are much more prone to be frustrated with brakes. So, you have to do so.
