Innovation: listen to Confucius…and look within


“To put the world right in order, we must first put the nation in order; to put the nation in order, we must first put the family in order; to put the family in order, we must first cultivate our personal life; we must first set our hearts right.”Confucius

Failed approachesI thought it worth sharing this extract from a recent email exchange. Because, it is true to say that, grasping the nature of what we (Ontonix) do can be difficult PARTICULARLY when it is perceived as a “challenge” to long (and dearly-held) belief systems. Even though the knowledge and technology upon which they are based have been discredited or superseded!:


 

Read more of this post

Harvard Business Review: Complex Risk Management


I wouldn’t want anyone to get too excited and think that I have added Italian to my extensive repertoire of (one) language! I have to thank one of my colleagues at Ontonix for the translation of this article from Harvard Business Review, Italy. The author – whose Linkedin profile can be accessed from the link in his name (below) – is not a member of the Ontonix team but is extremely well qualified to put forward an informed opinion.

Supply Chain and Systemic risk

The article is not, exclusively, about Japan or Supply Chains. Nor is it about just about Ontonix but it IS about gaining some understanding of complexity: what it is; why it cannot be detected by conventional risk management; how it can impact and why ignorance can’t really be an excuse.

Supply chain complexityI have written numerous blogs and several articles on the frailty of, in particular, Global Supply Chains. With very good reason. Thankfully, not every event, like that which struck Japan last month, causes such vast devastation and loss of life. But many natural disasters and, increasingly, the man-made variety pose a huge threat to businesses that are already struggling to deal with a turbulent global economy and have “lean” business models that assume the greatest threat(s) to their success come from risks that they have encountered before so can (in theory) prepare for…

Read more of this post

SWOT analyses: Complex “heart” surgery can’t take months


It doesn’t matter whether it is a business YOU have built from scratch over many years; if it is a business turnaround; introducing Enterprise Risk Management; Corporate Process Management; Operational review, etc. getting to the heart of a complex business is a notoriously slow, painful and potentially costly process.

Financial data will provide little, as it is probably the reason why an exercise is being undertaken!

Qualitative feedback comes with a “tainted” perspective – whether top down or bottom-up – and can say more about the scale of the problem than it does about its nature.

Silos can be difficult to “get inside” or break down.

Buy-in is a whole different ball-game!!!

CHANGE MANAGEMENT ain’t easy and “time is money” that, often, can be ill-afforded.

One sure-fire way of getting insight, that is otherwise unavailable and provides an objective [100% quantitative] is a Complexity Analysis from Ontonix.

SO, if someone tells you “all I want is the best for the business” and that they, their role or their division “…are part of the solution, not the problem” you can test that out by mapping the interdependencies, strengths and weaknesses within the organisation.

Once you measure the health of the system you have a basis for sound, verifiable, decisions that are geared to maintaining, managing or improving the health of the business for its stakeholders.

WITHOUT measurement the complexity of the organisation may be compounded by that of the task: rendering projected timescales, improvements, savings and meaningful (sustainable) change, ineffective OR able, only to be assessed in terms of random outcomes…pot luck!

Good luck with that!

However, if you want to eliminate as much of the uncertainty and risk from these processes as is possible, I would be happy to hear from you. The Ontonix technology is unique: rigorously tested; reliable; effective; quantifiable; verifiable and, depending upon the size of the task, considerably cheaper that deploying a competent person.

Quantitative SWOT analysis Most people in business will have had, at least, a “brush” with an analysis of: STRENGTHS; WEAKNESSES; OPPORTUNITIES; THREATS (SWOT). Done properly, it can be a very useful tool. It can bring focus to key issues for the business to consider, can contribute much to strategic planning, change management and, even, negotiations…EVEN THOUGH, WHEN CARRIED OUT IN-HOUSE, IT IS SUBJECTIVE AND QUALITATIVE! Imagine how POWERFUL it would be if it was: OBJ … Read More

via Get “fit for randomness” [with Ontonix UK]

Economist Intelligence Unit: New complexity research


HOT OFF THE PRESS!

The complexity bandwagon just keeps rolling along. Hard on the heels of a report on Complexity from KPMG here are the latest findings – see Executive Summary below.

If you find the video and summary interesting but, perhaps, “woolly” or a bit light on practical, quantitative, solutions we will be delighted to help.

At Ontonix we offer a clear, concise, definition and rigorously tested scientific solutions to this important topic that others appear content to approach from a qualitative angle. It certainly gives the impression of being more about marketing based upon COMPLEXITY, quite rightly, being identified as a major issue for modern business in an inter-connected global society.

Alternatively, if this is your preferred version of complexity or you are content to read about it rather than take decisive action, I will provide you with a full copy of this report along with those of KPMG, IBM, McKinsey and AT Kearney. Just drop me an email:david@ontonix.com Hopefully I can be more of a help than that!

Executive Summary

How severely is increasing complexity affecting businesses? The Economist Intelligence Unit conducted a global survey of 300 senior executives to ascertain the level of this challenge, as well as the causes and impact of it. This report also looks at what firms are doing to tackle the complexity.

The main findings from the research are as follows.

Doing business has become more complex since the global financial crisis. An overwhelming majority of survey respondents (86%) think that business has become more complex in the past three years. While 28% say doing business has become “substantially” more complex in this period, 58% say complexity has “somewhat” increased. Among sectors, complexity seems to be of greatest concern in technology and telecommunications, with 41% of respondents from this sector flagging it as a clear and present challenge.

Firms are finding it increasingly hard to cope with the rise in complexity. Just over a quarter of respondents (26%) describe their firm as “complex and chaotic” but just one in five say they would have described their firms this Read more of this post

Global Exec’s talk about complexity to KPMG


Here’s the headline…not my headline but KPMG’s headline…

“Managing complexity is at the top of the business agenda”

My question is very simple…WHERE? Show me. Send me the agendas or some names!

image

The report can be found here

I want to talk to them about this subject that they, so willingly, talk to all these Global Consultancy firms about.

There is a difference between the nature of the conversations though. A change of direction. Listening not talking… Read more of this post