To use and the method
Although the method deserves to be carried out entirely to reveal all its effectiveness, it can be also used in complement of a step for all the phase of design of the instrument panels: definition of objectives, choice of the indicators, collection of information, construction of the indicators, choice and configuration of the tools, integration and deployment. While placing the accent on decision making, the method will guarantee the relevance of the measurement according to the objectives and the action plans defined by the more general framework of . It was a time when it was thought that it was possible to combine the two methods. were thus used to define and profile the strategy according to the law of causality formulated using the strategic cards from now on well-known. The method was then unrolled in order to build the concrete system of instrument panels. I had indeed attended an experiment going in this direction. Rather tempting, it seemed to bear its short-term fruits. With the passing, to be clear and honest, it should well be admitted that it was only about one academic case with an almost acquired public. It is difficult to learn an advantageous lesson without admitting from it that the cards were distorted, the philosophy of each of the two canted methods. To my knowledge, I do not think that the experiment was reproduced, in any case it was not documented. In any event, it is obvious that the two methods are completely incompatible. is a method exponent of planned economy. It is founded on a principle of tendency behaviorist and centralizer aiming at simplifying complexity in a formal step of exhaustive causality. The method is a co-operative method on a soft incorporation with ambient complexity. It is founded on a simple and natural principle of responsibilisation, range and communication of the whole of the actors, decision makers with whole share. The three characteristics are indissociable. Each decision maker corresponds to a point of control of complexity. The method functions only in one pyramidal and hierarchical system. The method is adapted to the “flattened” structures of co-operatives type, supporting the side initiative and exchanges. (6/2008)
In last remark, it is recommended to the followers of the method not to let itself involve too ahead by the orthodoxy of the designers. Thus, it can be good to associate an interest very particular to axes not differentiated in the method, intervening however in the foreground in the channel of creation of securities, like the network providers, the information system or the importance of the opinion of the public (weight of ethics) just like the related concepts of sustainable development. For good number of firms, the capture of competitive advantages is directly dependant on the care attached to these axes. By not differentiating these axes, it is purely and simply impossible to build these gaining strategies.
10 stages of the method
Method is composed of ain phases cut out in 10 stages
1 Identification
- Stage 1: Environment of the firm
Analyzes economic environment and corporate strategy in order to define the perimeter and the range of the project
- Stage 2: Identification of the firm
Structural analysis of the firm to identify the processes, activities and actors concerned
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2 Design
- Stage 3: Definition of the objectives
Selection of the tactical objectives of each team and the indicators).
- Stage 4: Construction of the instrument panel
Definition of the instrument panel of each team
- Stage 5: Choice of the indicators
Choice of the indicators according to the selected objectives
- Stage 6: Data collection
Identification of the necessary informations to the construction of the indicators
- Stage 7: The system of instrument panel
Construction of the system of instrument panel, overall consistency check
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3 Implementation
- Stage 8: The choice of the software packages
Development of the grid of selection for the choice of the adequate software packages
- Stage 9: Integration and deployment
Implantation of the software packages, deployment to the firm
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4 permanent Improvement
accompaniment of the active change”. It is indeed a question of passing from a monitoring system to a system of control distributed and co-operative, keystone of the reactive firm.
Copyright: Alain FERNANDEZ ©1998-2008- All rights reserved
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