Much of systematic management is concerned with the control and improvement of the business in an inevitable and incremental process. It is about identifying gaps between what exists and what is needed, and closing them.
The gaps that arise might drive radical solutions where they are large enough, but as the company improves this may become less likely, and it is possible that the company becomes complacent.
The concept of 'Perfect' is about maintaining a passion for identifying the best and pursuing it. It is about creating tensions which drive the organisation to its creative best. It is about developing a strategy for excellence which focuses the creativity of its people in the areas where there is most leverage, whilst maintaining enough stability to ensure that the lever has a fulcrum.

Develop plans to monitor and improve all of the above, to actively pursue excellence and to stimulate and harness the creative enterprise of the organisation in that.

The essence of the five preceding aspects have been about introducing and cultivating a framework for a professional management approach. Unfortunately it is work that can never be finished. There will always be scope for:

gaining a deeper, more fundamental agreement on purpose (which will inevitably develop with time)

refining philosophy to establish more efficient behaviours and standards, and better symbiosis of behaviours between people

enhancing the people asset

developing more effective, efficient aligned processes

improving the accuracy and scope for prediction.

Fortunately, the whole thing doesn't have to take place at once (in fact doing so would be an impossibility).
There are benefits to be gained by each improvement in each area providing they are undertaken in a measured manner at a rate which the organisation can sustain and absorb.
Perfect is the concept of developing a clear strategy of staged improvement, aligned to the business need and balanced to ensure healthy growth in the adoption of professional management.
The concepts of a systematic approach to management cover a lot of ground, a potentially daunting amount of ground, and that in itself can be a barrier to accepting and adopting the need to improve all of these areas, despite the logic of it. But seeing clearly the journey that can be taken in no way diminishes the roads already travelled. If you accept the scope for improvement your profits won't suddenly slump, your people resign and your share price dip. Acceptance is of the opportunity, not of the deficit. You are where you are.

Knowing where you could be is not a threat, unless you close your mind to it. These aspects of systematic management are important, and if your management process isn't developing or controlling these things, what is?

To understand more about 'Perfect':

 Exploration provides an understanding of the principles that underpin this aspect of the management process
 Evaluation provides a simple scale by which you might reflect on your own organisation's progress in this area
 Tools provides a brief overview of some of the approaches that are available to support further development

Return to 'Systematic Management'


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