A full end to end description of flows and responsibilities across Organizations

Although we are surrounded by so many tools, despite their power and efficiency, the overall system looks like a plate of spaghetti. So when it comes to Transformation, it sounds like nightmare. People are unable to have a consistent and comprehensive understanding of all relationships within a Company or even a part of it. Modular Analysis of Systems (AMS) exists since early 70’s. It provides a conceptual framework, a formalism and an approach enabling to give a full comprehensive consistent description of all relationships between parties and identify flows (data, physical, financial) coming in and coming out of each module. It makes AMS the strongest approach to represent an organization and to facilitate the emergence of improvement propositions

http://jacques.lavau.perso.sfr.fr/AMS_Jacques_Melese.pdf

This approach is really Simple

what makes this concept really Great, is that it is very simple. Because, it is simple, you have all the end-users, super-users and Business owners with you, describing their own part of the system. The concept relies on the description of incoming and outgoing data flows. Each time an incoming flow is identified, it must be tagged with the name of the Organization (service, division, Business Unit, country) which is supposed to provide it

Then the game starts.

1- you have to cross check that each incoming flow for a module, matches an equivalent outgoing flow from another module.

2- you check that the descriptions (the content) are equivalent

This is another real advantage of this approach: you fully separate internal flows from external relationships which enables you to allocate dedicated teams to internal descriptions of each part of the Organization (Commercial, Finances, Production), and to relationships between each boxes of the Organization.

It works!  When you report the progress regarding the description of the existing organization, every single actor projects himself / herself in the schema and then you may start discussing improvements or change as everyone understands the potential impacts.

in 2012, We (with 500 staff) designed a New Operating Model, encompassing a scope of work of $3 billion yearly revenue. The result came with an increase of 4 points of net margin. This Company now ranks #1 profitability

In 1990, We (Ersnt & Young) represented the end-to-end flow of data (from procurement until shelving at retailers) of retail sector in France. It enabled the merger of several Retailers representing over $50 billion revenue

Regardless of the numerous tools which arose and disappeared over the 20 past years, the method remains. With this one, I am sure that I « Keep IT Simple »

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