Business Process Reengineering (BPR) Metrics Must Be Mode Shifted

Shackled by blind ignorance means that in all likelihood that individuals think that they deal with the real world every day directly, and in a sense they do. The revelation Susanne K Langer pointed out in 1948 is that our senses furnish our brains with abstractions in order to cope and deal with reality. Mode shifting applied data sciences reveals a very different picture. The very real implication here is that there is an abstraction layer between us and reality; which means that we as humans do not deal directly with reality. We rather deal with abstractions of it. That situation produces LEEs Empiricism Trap. Normally business enterprise conducts process re-engineering around competitive requirements driven by the free market. However, this time the need is a function of the degree to which your organization can perceive and engage the unified Universe and do so before your competition can review your existing assets and mode shift them away from you. Consequently there is a high degree of intrepidity and urgency required in order to survive volatility cycles to come. Prioritize Six Sigma black belt transition actions with high priority as they will need to lead many other teams.

Elegant Reasonism is a utility process employing a technology framework supporting an epistemology which seeks truth as a function of the unified Universe as a philosophical predicate priority consideration entering science and which produced the first fully compliant Encapsulated Interpretative Model (EIM) to close to unification: The Emergence Model. While unification generally demands the integration of everything real, we must recognize that necessarily includes philosophy, axiology, epistemology, ontology, science, and supervenience just to name a few. When we say ‘everything’ we mean literally everything in real, everywhere in the actual real unified Universe. As you sit back and ponder these issues relative to your business you should immediately recognize that the philosophy of value derivation (e.g. axiology) is highly dependent on its relative and respective source of truth as made manifest by the particular EIM, and mode shifting that source of truth to the unified Universe may upset more than one apple cart. The same is true across all of these various domains of discourse and their constituent detail sets. Tread lightly is the message of the day. Wield Elegant Reasonism transformationally. You will see that caution multiple times here and that repetition is not done lightly, nor is it trivial nor trite. Humans typically do not like change. Technically Elegant Reasonism doesn’t change anything. What changes is the means by which our interpretation of the fundamental context manifesting our perception of reality so we may engage it more fully. All of the various relationships are modified as a function of our interpretation of constituent factors which are all highly and quite systemically a function of the EIM providing that foundation.

Rhetorically how do you think mode shifting evidence will affect legislation, established law, prosecution at trial of cases, evidence and already established precedent? Do you still think all this is confined to theoretical astrophysics? When we say unification demands the integration of everything real that includes all branches of government in every nation not just on Earth but every civilization everywhere which seeks truth as a function of the unified Universe. The word epic simply fails to capture the immensity of these implications. There is an ineffable quality to Elegant Reasonism and when experienced will be tacit as well as palpable. In that moment you too will run headlong into communication challenges discussed briefly In Unification’s Wake, Part 03: Communications. As those issues settle into your consciousnesses and you begin attempting to articulate all this to others is when you will realize that depending on those others degree of vestment in status quo thinking also reflects the depth of their struggles transitioning standard stages of grief dealing/coping with all of this.

Individuals and their enterprise will likely transition through jaw dropping levels of awareness as you increasingly comprehend the realm around you as you conduct internal systems reviews. We did and your experiences will likely be similar as the process enables you to reinterpret what it is you thought you knew. Once one gets familiar with the process, its both addictive and quite entertaining. The enjoyment is recognizing the mode shifted view is often simpler and obvious once you are able to see as you look. As you begin that journey NNRP will be in full effect and affect, and likely too unstoppable. Once you understand the process and framework they will integrate into your thinking. Memory consolidation will begin to reorient your paradigms and you will engage the real unified reality around you. The fun part is that you will be able to recognize the thinking in others by their conversational references. Our very strong caution is to wield all this transformationally. Do not be arrogant or exercise disdain. We all just figured this out and being pompous serves no purpose.

While it is true that Sun Tzu articulated in his Art of War, some 2,600 years ago that know your self and know your enemy and a thousand battles you will win, there is a presumption in that suggesting that you wield that perception in the first place. This time simple insight awareness teaching is not enough, one must be cognizant of the utility process and framework and epistemology producing those insights. If insights are not presented in context of how they were produced you will not be able to justify them to stakeholders and shareholders. The approach must be holistic. If the fundamental foundational interpretative precepts do not close to unification then you can not perceive the entire tapestry. It’s just that simple. The hard cold fact is the quest for unification is over. The question on the table is the degree to which those factors you do not see affect or influence those you do see. The only way to answer those questions is to mode shift your business enterprise end to end.

Traditional business process re-engineering activities typically perform actions like those listed below. The distinction here are the reasons they are being conducted. The enterprise must first understand its competitive exposure. It must then quickly move to secure existing assets while capturing prioritized opportunity. Only then will it be reasonably assured of survival long enough in open free markets in order to manifest products and services for their niche which are fully compliant with the unified Universe.

• Organize around outcomes, not tasks. Here outcomes are in fully compliant context of the unified Universe.
• Identify all the processes in an organization and prioritize them in order of redesign urgency. Be cognizant of the implications noted In Unification’s Wake, Part 05: Business Impact.
• Integrate information processing work into the real work that produces the information.
• Treat geographically dispersed resources as though they were centralized.
• Link parallel activities in the workflow instead of just integrating their results. Be cognizant of workflow dynamics in context of effective navigation of all processes including Elegant Reasonism.
• Put the decision point where the work is performed, and build control into the process.
• Capture information once and at the source.

Strategically at issue here are the specific Encapsulated Interpretative Models (EIMs) manifesting foundational context for the existing individual, group, organization, or enterprise. BPR leadership needs to recognize that highly vested individuals in status quo interpretative positions will need to transition through industry standard stages of grief before they join the ranks of those capable of effectively wielding Elegant Reasonism. For some people gaining the precipice is a difficult journey. Recognize the newness of all this and be empathetic and compassionate. Some folks simply do not want to make the trip at all for various reasons. Some will recognize where this is leading and refuse to leave familial bastions of institutionalized surroundings. Individuals must desire to make the journey or it will be arduous for everyone involved.

• Six-Sigma is a proven methodology; however, there are significant distinctions in context of Elegant Reasonism – know those distinctions cold or they will come back to bite you
• Compelling business case for change. Large existing portfolios, high technology operating entrenched in EIMs which will never close are ripe for competitive threat or consulting engagement. Leverage SOLREI presentations as appropriate. Make sure you and your organization have enforced licenses in place.
• Effective change management. Traditional change management is exacerbated by the standard stages of grief many individuals must transition. Lead transformationally.
• Strategic alignment. The ultimate arbiter is the unified Universe, not the EIM manifesting any particular domain of discourse or its constituent detail set.
• Line ownership. Be cognizant of fully compliant insights as they become available and how they may influence or impact line ownership.
• Top management sponsorship. Ordinarily this would be obvious, but here it represents a distinct challenge in as many top managers do not yet comprehend the unified Universe.
• Reengineering team composition. Wield Elegant Reasonism transformationally. The BPR team likely needs to transition stages of grief first and then must individual lead transformational efforts across their respective and relative constituents.

Success factors directly map to tenants of Six Sigma:

• Executive management support (See above criteria and cautions)
• Willing participation and buy-in of all associates involved in the redesign
• Focus on value-add and customer-focused processes

Often in the real world it is impossible to start literally with a blank sheet – even when Six Sigma capabilities reside in an organization.  It is evident through mergers and cost-cutting activities, many companies have introduced complexity to processes without enabling technology to support the mode shifted process. It is obvious to the naked business eye that the normal process is broken much less the mode shifted process and the customer is not satisfied. Longer-term solutions may be gained through major technology upgrades and a blank-sheet BPR approach. Consequently both tactical and strategic phases must be considererd. However, when in survival mode, using Six Sigma DMAIC with traditional BPR efforts provides a customer-centric view of project identification within an organization. Six Sigma’s DMAIC problem-solving discipline within a BPR effort normally provide typical improvements listed below. Rhetorically though what if your organization is mode shifted and your customer is not? That is a situation everyone must recognize and prepare to deal with it along all these same dimensions:

• A proven set of statistically based tools and methods to eliminate variation and drive process quality.
• A method to help ensure that process improvement is data driven and encompasses baselines, scorecards, dashboards and other metrics.
• Creation of a common language for all process improvement.
• Stage-gating to ensure that initial assumptions identified in the project charters are valid and feasible, while maintaining vigilance on critical activities and deliverables through all five DMAIC phases.
• Reductions in cost that are associated with eliminating process defects, applicable scrap and re-work.
• A universal quality metric that allows universal comparison of all processes and their ability to serve the voice of a company’s internal customers does not mean the same thing to those enterprises are not mode shifted as it does to those who are. What constitutes Sigma Defects to one vanish in mode shifted enterprises. Mode shifted enterprises have a completely different set of sigma defects to deal with. Six Sigma black belts will understand the depth of these issues in the fullness of time. Consider the example of Newton’s laws above extrapolated across the various domains of discourse and detail sets involved in your investigation.

BPR Dimensions Which Must be Mode Shifted

• Productivity
• Technologies
• Performance metrics
• Culture and structure
• Quality of services
• Speed of output delivery
• Expenditure
• Strategies
• Profitability

Root Cause Analtyics, Dynamics Due to Mode Shifting

One aspect of accomplishing unification is that the answer to standard root cause analysis questions may definitionally change EIM to EIM. What does that mean exactly? For example, most folks are at least somewhat familiar with Newton’s Laws. Many take these laws to be universal in their nature, and they would not be wrong. However, if we ask “Why are those laws true?” the answer to that question is highly dependent on which EIM manifests the foundational context for the person answering it. Someone entrenched in M1 thinking, for example, might give you one of the formulas they learned in physics or chemistry as the answer. Someone conversant in M5 though will simply tell you to look at that EIM‘s cogent description of M5 and you will ultimately comprehend why it is the source of truth providing the intrinsic answer to all of Newton’s laws (with no mathematics involved). The point though is that this example is far from rare. We have traditionally assumed that the answers to the standard root cause analysis would have a common denominator of empiricism. Empiricism under Elegant Reasonism is integrated as an epistemology but it is statistically weighted relative to the unified Universe. Consequently it is necessary but insufficient to gain the precipice of unification. More is required. Often entire areas are required to be mode shifted during an investigation. This is why tools like the ISO 9001 Unification Tool are important to be employed isotropically across the entire investigative team. Everyone must be on the same proverbial page.

Time Metrics

Ironically the foundational concept of time itself mode shifts between EIMs and it is not the same as it is in status quo thinking. When we mode shift time into alignment with the unified Universe suddenly we understand why the arrow of time is always positive. Understand that time travel simply does not exist. All humor aside, the question is how do these issues affect your business. Strategically at issue is the degree to which action principles affect your business and how. Action matters more than most comprehend.

Process Metrics

Fishbone the processes your business uses to manifest value for the consumer and its stakeholders and shareholders. Understand your competitive environment but under normal circumstances, in context of the unified Universe, and then consider how these factors must/will endure (or not) market volatility. How effectively can your organization navigate the utility process, framework and leverage the epistemology? How does axiologically mode shifting the value made manifest by your organization change? How does that change affect the market where you participate? How does that affect your value chain?

• Manpower: What problems are due to issues with staff and labor? Remember individuals vested in status quo thinking usually will transition through industry standard stages of grief.
• Mother Nature: How does the working environment affect the process?
• Measure: Are the performance tracking mechanisms ideal?
• Machine: Is the equipment suitable, up-to-date, and freely available?
• Material: Are there enough resources available to complete the job?
• Method: Is the process carried out in the most efficient and effective way?

Scope Metrics

Scope metrics will largely depend on how big of a bite the BPR team has been charged with. Is that working with key individuals, a department, a group, or the entire enterprise. What must be considered is the relative and respective mode shifted value chain associated with that mission.

Cost Metrics

Cost metrics must be developed not just in terms of direct costs but also the costs of inaction. In this case doing nothing can cost you your entire business exactly because deep pocketed competitors or adversaries can mode shift your entire portfolio right out from under your feet and there is nothing you can do about it except wield Elegant Reasonism more effectively than your competitors. See In Unification’s Wake, Part 05: Business Impact. If you thought competitive volatility was high before, wait till this hits you between the eyes. Apathetic deniers will have their shareholders eating them for lunch. The costs of embracing Elegant Reasonism are far outweighed by competitive threats. What is required is intrepidity and urgency in order to protect your enterprise right now!

Quality Metrics

Mode shifting quality metrics are tricky and they are tricky exactly because it will be important to conversationally understand the specific context of where they are being applied in context. If you think about quality metrics being needed for each cell of the 2D Articulation Frame and then as appropriate for each of the analytical layers of Translation Matrices you will begin to see the implications this holds for both communications and the BPR team.

Risk Metrics

The same issues generally exist here that also exist for the quality metrics except that they are exacerbated by the cost metrics and the competitive threat metrics when all of that is mode shifted across your market’s value chain. Insurance companies are about to start pulling their hair out because their entire actuarial tables are going to have to be mode shifted in order to get a handle on these issues. Financial risk just shot through the roof if you consider the risks associated with apathetic deniers refusing to mode shift their portfolios in order to protect it from competitive threat.

Issue Metrics

Issue metrics might simplexly be segregated between normal issues and those required because you are working toward mode shifting your enterprise. If you are a free lance consultant then it will be advantageous for your customers to be somewhat familiar with what they are up against. Elegant Reasonism is poised to revolutionize civilization. All sorts of analogies come to mind but there is no stopping this at this point. That train has left the station. The task now is how to cope with it. The quest for unification is over.

Opportunity Metrics

Organizations large enough to afford the luxury of simultaneous execution across a number of efforts may chose to protect their existing portfoilo and explore new opportunity at the same time for maximum synergy from the initial effort. Coordinating that will require a dedicated effort, systems engineers, and six sigma black belts. If your organization is not that large, or competitive threats somewhat manageable then the various tasks may be prioritized as appropriate. Be wary in those assumptions though.

The real opportunity vein lay in the realm of the unified Universe when everything real may be fully coupled. That’s when insights, opportunity, engineering, and manufacturing will all gel together.

Success Metrics

Success is effective value derivation by all parties. Enterprise, consumer, suppliers, and their respective value chains. Given where we are today, there is more than enough work for everyone. We just need to roll our sleeves up and get to it. Right now all this is new. We continue to work on commercial licensing and that will continue to evolve. Hard and fast rules are still in the works at this moment and the important thing is to Contact Us simply establish your capability right now. Tell us your organization and we will send you an invoice for your license. Let us know how we can help you help others. We are working hard to build out our infrastructure in order to do that effectively. Our mission is to enable your mission.

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Over time it is our intention to provide relationship metrics by these codes to help people understand how each relates to that business interest. The objective is to better understand the relevance of unification to any given industry or business. Once that is understood the objective becomes the degree to which any given enterprise aligns with that relevance. Awareness, adoption, penetration rates, issues, challenges, etc. are all relevant subjects that need to be engaged.

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