FBC #14 – Managing [2 pages]

An Operational Concern: Presidents, Vice Presidents, Managers

Businesspeople “manage” themselves and others by making:

Promises and requests to help produce highly-valued outcomes employers and employees

Assertions about facts relevant to fulfilling their promises and requests

Assessments of thought and action

Declarations of intentions about performance in the future

To “manage” means to be in charge of fulfilling one’s intentions or the actions of others to fulfill some intention.

In IR#3, businesspeople managed processes and procedures performed with and around single-purpose tools while making incremental improvements.

They also managed IR#3 work ethics, which are labor-based and task-oriented, e.g. hard work, busyness, determination to produce the result, thinking outside the box and reliance on common sense to make continuous but small improvements.

To “manage” in IR#3, managers were responsible for making requests to use single-purpose tools to perform tasks in sequence, which is a “process” that mimics a strategy.

They also requested people perform “procedures”, or actions performed in a sequence to produce an outcome such as the way to hire a new employee, communicate or improve something.

In IR#4, and when using “Aji”, businesspeople manage (1) learning, (2) communication, (3) coordination, (4) production of strategic and competitive offers, practices, narratives and strategies, (5) direct competition and (6) making money literally using The Aji Source Fundamental Strategy,

… rather than processes and procedures, and indirect competition such as hard work and busyness.

This produces a new and much more competitive form of “operational coherence” based on the “strategic coherence” of The Aji Source Fundamental Strategy.

This unites, and coordinates thought and action to fulfill businesspeople’s or a business’ financial, career and business intentions in a new way that exploits the new strategic and competitive capabilities computers and the internet make possible.

“Operational Coherence” is a way of observing and assessing how the many costly practices performed by many employees in a business work together to fulfill businesspeople’s intentions to earn a living or become rich.

In IR#3, operational coherence was produced by having everyone execute processes and procedures repetitively because they were using single-purpose tools.

In IR#4, it is produced strategically using “strategic coherence”, or The Aji Source Fundamental Strategy.

As employees learn to execute The Strategy and realize how much more useful, productive and competitive it is than using their common sense and hard work, they naturally quit using IR#3’s obsolete business philosophy, knowledge and skills.

Managing is “financial” because businesspeople manage productivity and value for the sake of making money, earning a living or becoming rich.

It’s “strategic” because when businesspeople are managed to execute The Aji Source Fundamental Strategy, rather than be task-oriented, they design, craft, speak about, fulfill and produce satisfaction with action plans.

It’s “competitive” because when managers know to cause, or have their employees cause, the steady production of highly valued and scarce marginal utilities, they continually increase their competitive capabilities and advantages, productivity and value.