Increased Awareness = Increased Control

Shift business norms from reactive to proactive, curative to preventative

A better chance for success in transformation

A mechanism that outstandingly enhances awareness across the organization

The company was then to manage the marketing activities with a customer-centric approach. It was to comply with the vision. Now it is done with campaign-oriented management -- without noticing the fact that being customer centric was one of the milestones for its superior success. Plus, now, it’s not even coping with the vision. Where complacency may appear as in such situations, this situation, for example, will be revealed by the system knowing the notion that organizational forgetting can always be the case.

Questioning and curiosity have been historically two of the milestones of the company success. However, along with the fierce competitiveness and lack of sufficient time, this feature has slowly faded away. Competitiveness affected the core culture negatively. Top-down approach increased. The system will step in right at this point and give a warning to management- "it's decreasing- are you aware of it? 3 years ago, 40% of productiveness came out of curiosity. Now, it’s changed. The company is mostly following the competitors.” Plus, it will provide the management with the know-how.

Engineering, production and accounting departments were successfully working together to determine the best price. This was outstanding among the rivals- a key value in the chain. It was the core of pricing strategy. Then, the key engineers have promoted to management and taken away the knowledge that kept this running. Standards have been eroded. No one is even aware of this, let alone knowing what to do. In such a case, the system will raise warnings to management that this may demand immediate attention. Plus, it will also provide the knowledge as to how to reiterate the action without the need of supervising.

If minor tasks within a certain change plan that were initially completed in a month suddenly take three times as long, and it becomes acceptable gradually and inadvertently, then that may need attention. At the same time, similar occurrences may take place at distinct units. In such situations as lowering the goals gradually and independently of each other, and staying away from the laid-out strategy as well as historical patterns of organizational success, the system will warn the leadership. Goals are being lowered. Standards are eroded. Are you aware of this? Plus, it will provide the reasons.

Today’s problems come from yesterday’s solutions: Discover them with OrangeBox

The examples above would be yesterday’s actions that might create today's problems. Without discovering what they are and how they have affected the current occurrences, change will be harder. Because they are the reflection of fundamental problems. A lot of times systemic problems are hard to recognize.

Make The Full Patterns Clearer For Continuous Adaptation And Growth In A Changing Business Environment

The examples above can be considered as patterns that bring success when applied together. Each is a part of a whole. Therefore, it is challenging to recognize the reasons of a failure when one is stalled. If one is stalled, the whole might be affected. Without ensuring all parts work together, there arises a chance for strategy not to be executed thoroughly.

The only way to see if parts work together is to create a mechanism that monitors consistently.

This can be done with OrangeBox Organizational Transactive Memory System. This will inform the leadership as to strategy is executed successfully. A holistic view is to be obtained.

Learning Disabilities: Being unable to detect cause and effect relations separated in time and space

See The Whole Rather Than Individual Parts Affecting Each Other: Learn Better

To understand an issue, seeing the whole is critical. After all, the transparent components of the whole can be reevaluated, revised, transformed or removed. By this way, change will start from the fundamental levels. Moreover, a true cause and effect analysis can be done upon this structure. With OrangeBox, increase the awareness and keep away from the fact that problems arise, blaming each other starts. Insight the underlying structure for deeper understanding with systems thinking. Ultimately, change can be easier than ever. Hence, an organization can;

Recognize and drive away terrible hazards by empowering the essentials and making the internal dynamics stronger and sustainable,

Maintain continuous process improvement by monitoring the patterns of change, along with their business results,

Approach to engaging, listening, and learning organizational-wise in a systematic way, rather than having managers doing it, who can eventually happen to listen to poorly and learning slowly,

Discourage natural development of a strong, arrogant and exclusive culture that is being proud of own history,

Stay away from the belief, "traditions are superior to learning new ways" by continuously monitoring evolving and decreasing processes of quality and patterns of change,

Discourage looking at all accomplishments/failures through the lens of results and focusing on snapshots of isolated parts of the whole system. Encourage seeing the challenges and milestones of the accomplishments,

Promote an actual proactiveness-- not the one in disguise of reactiveness-- by learning to see slow and gradual processes of change, rather than snapshots.

Increase the capacity to produce an infinite number of vision-oriented decisions using only finite means

But how? What is the intelligence of the mechanism?

The main core of the intelligence is to enforce a leadership to take preventive actions rather than corrective actions

The mechanism basically consists of three main clusters. These are monitoring management and core value-added business processes in a structural manner (1), structurally logging data and information process (2) and producing outcome process (3). The intelligence is constituted from within the mechanism and lies in retrospective methodology. Best practices are to be identified.

The mechanism is to detect process deviations and identify excessive variation in business dimensions so they would be addressed immediately and preventive actions would be taken before unintended results arise. Plus, it gives a bigger maneuvering room and resources for the leadership at good times.

Finally, because the system logs the why’s of initiatives and checks if they are compatible with the vision on every corner, the intelligence will provide awareness to everyone from-top-to-bottom. Here, inclusiveness is to be the key. Moreover, management can focus on their very own daily tasks. While traditional performance measurement systems lead managements to take corrective actions, the early warning mechanism with this approach will make it feasible to take preventive actions. This will be a huge competitive advantage.

A Shift of Mind: From Reacting to the Present To Creating the Future

OrangeBox is a language. Reasons of the variances between your actions and your strategy map are the letters of the language. Organizational and industry best practices, the vision and strategy map are the reconciliation of the accuracy of the language as a grammar. Uncovered hidden success patterns and past unintended failures are your writings. Now, communicate with your business through this language. Read, write, speak, listen.

You will see remarkable differences than you normally do and become aware of the invisible crisis early enough that you normally wouldn't like to know about. Eventually, you will possess convincing evidences as to why you need to transform your organization to be harmony with the fast-moving environment. You will do this not by following others in which change would be enforced as opposed to be a facilitator.