Here is a comment made by David Loseby relating to yesterday’s post: “Using an agent-based implementation model significantly reduces the need for change management:
As you assert Jon W. Hansen getting the balance right between people, process and technology and the underpinning enablers recognises that each organisation effectively has its own unique DNA. However, the principles of the approach must anchor the fundamentals of change management ( Theory of Change is a good place to start). – David Loseby
As usual, David adds an important dimension to this conversation when he talks about the “Theory of Change.”
Getting Beyond Your Silo
David Loseby, you are spot on, e.g., “each organisation effectively has its own unique DNA.”
I also agree with the need to understand things such as “casual or seemingly casual” links. In my theory of strand commonality, attributes within seemingly disparate strands of data or events are actually related and influence the collective outcome. It’s one of the reasons why the government Scientific Research & Experimental Development “SR&ED” funded my research into strand commonality to develop an MRO procurement platform to support the DND’s national infrastructure.
In the article to which I provide the link in my comment, rather than rushing in to “automate” the MRO procurement process, the seemingly casual link between Time of Day order receipt, Service Department performance incentives, and similar external factors had a critical impact that automating the procurement process alone would not have addressed. I used the same agent-based approach that I later used for the NYCTA.
Here is the post I wrote yesterday regarding Andrea Sala‘s post – https://bit.ly/3Xuo5BQ
Today’s Takeaway
No matter how great the technology is, until you accept, identify, and address the fact that your efficiency and successful output are dependent on other stakeholders or agents, the success of your procurement transformation initiative will be undermined by siloed thinking.
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Procurement Insights 
Tunnel Vision: Understanding Why Most Procurement Initiatives Fail
Posted on September 22, 2024
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Here is a comment made by David Loseby relating to yesterday’s post: “Using an agent-based implementation model significantly reduces the need for change management:
As you assert Jon W. Hansen getting the balance right between people, process and technology and the underpinning enablers recognises that each organisation effectively has its own unique DNA. However, the principles of the approach must anchor the fundamentals of change management ( Theory of Change is a good place to start). – David Loseby
As usual, David adds an important dimension to this conversation when he talks about the “Theory of Change.”
Getting Beyond Your Silo
David Loseby, you are spot on, e.g., “each organisation effectively has its own unique DNA.”
I also agree with the need to understand things such as “casual or seemingly casual” links. In my theory of strand commonality, attributes within seemingly disparate strands of data or events are actually related and influence the collective outcome. It’s one of the reasons why the government Scientific Research & Experimental Development “SR&ED” funded my research into strand commonality to develop an MRO procurement platform to support the DND’s national infrastructure.
In the article to which I provide the link in my comment, rather than rushing in to “automate” the MRO procurement process, the seemingly casual link between Time of Day order receipt, Service Department performance incentives, and similar external factors had a critical impact that automating the procurement process alone would not have addressed. I used the same agent-based approach that I later used for the NYCTA.
Here is the post I wrote yesterday regarding Andrea Sala‘s post – https://bit.ly/3Xuo5BQ
Today’s Takeaway
No matter how great the technology is, until you accept, identify, and address the fact that your efficiency and successful output are dependent on other stakeholders or agents, the success of your procurement transformation initiative will be undermined by siloed thinking.
30
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