However, and that is part of the economic appeal of the framework, one can start either top-down from the corporate strategy level or bottom-up from any function. The reason for this is simple: The framework applies across all of these, and indeed coherence can only be achieved if efforts are not confined to one specific function. The CMF does not show typical business functions like production, marketing, sales, and after-sales support. The positioning of the elements in the lower two thirds of the CMF is such that it highlights further synergies between elements at a similar vertical position down the left and down the right. Personal knowledge management and balanced scheduling inform the "how" aspect of daily operations. Thinking support tools and modern performance management further enable effectiveness and efficiency. Systems thinking surfaces hidden assumptions as well as vicious and virtuous circles. The success of requirements elicitation (which in its generalized form can be employed not just for marketing and product development, but for virtually all organizational activities) is ensured by benefits realization management. On the operational level, while task management and time management often already do get a lot of attention, they are emphasized by the CMF because they are rarely handled in the coherent fashion required for maximum effect.ĭown the right hand side of the CMF we find supporting elements. Both strategy itself and its implementation benefit from advanced decision making methods.ĭown the left hand side of the CMF we find important cross-functional disciplines (innovation management, quality management, risk management, knowledge management, process management, project management). Certain methods are more suitable for this than others, and provide more synergies between them.Īt the top of the CMF we find elements that define the general modus operandi of an organization (value chain, business model, business architecture) as well as inputs for its long term and short term direction (futures research, competitive intelligence, business intelligence), all drawn together by strategic management. On the other hand, in order to achieve maximum alignment to that direction and maximum performance in that direction, the support along the way also needs to be coherent. However, it also has to be realistic in terms of the demands it places on people, processes, and systems. This direction should drive both organizational output and organizational development towards the organization's mission. On the one hand, this calls for a coherent direction of those activities. 4 C).The Coherent Management Framework (CMF), developed through practical experience across many industries, but at the same time built on a solid foundation of scientific research, got its name from its central purpose: Ensuring coherence across an organization's various activities. Example units A and B are labeled with capital letters, and the open symbol corresponds to the neuron with the unusual spike waveform ( Fig. 4), and symbol shapes indicate the behavioral state of the animal. Symbol colors indicate the spike waveform type (see Fig. The spike timing precision of a neuron is the median of the maximum coherent frequency (as in B) for all the motifs presented to the neuron. C: scatter plot of selectivity between motifs (SI) and spike timing precision for 62 responsive CMM neurons. Vertical lines indicate the highest frequency in a band starting at 0 Hz where the coherence is significantly >0 this is the smallest timescale over which the response is reliable. B: intertrial coherence of the responses in A for unit A (red) and unit B (blue). Spike precision was analyzed over the interval from the onset of the motif to 100 ms after the offset (black bars). A: raster plots of 2 neurons, responses to the same motif (same as in Fig.
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