Management devours about 2/3rd of a knowledge worker's time, and the managers consumes about 30% of the payroll.
Management kills autonomy, mastery and purpose - the three all-important intrinsic rewards.
Current enterprise software vendors never challenged the old assumptions. They only made old ways more efficient.
Thingamy disregarded the old ways and created a process based system that moves the flows and hence replaces management.
Current solutions are focused on efficiency; how you do things. Thingamy is focused on effectiveness; what things you do.
If you're in services you could triple your core capacity at same resource use. If your margin is 10% then your profit could increase 7 to 21 times.
Any flow requires a framework to be useful, like water would need a pipeline, a riverbed or a line of people passing buckets.
Production can do with a "pipeline": assembly lines or BPM systems. But for services and their unpredictable value creation processes, amounting to 63% of world-wide value creation, the flows are handled by wasteful "bucket-passing" aka "management".
Thingamy is a platform that allows modelling, then the running of any, especially the unpredictable, value creation flow. Thus it's not like a pipeline, nor bucket-passing, it's like a riverbed where the flows are led in the right direction with proper limits for the purpose while still allowing "the water to freely find it's way around the rocks".
We're drowning in communication, delivered by multiple firehoses. We need less communication! Analyse the daily communication and you'll find out that most of it is about moving the flows forward - information exchange, task distribution, updating and more. A self-running process will do away with much of the communication, while remove the need to look for stuff.
It really should not matter.
Thingamy is built for rapid changes so feedback and observation can be acted upon immediately and effectively. That way everything is a pilot, just let it happen and go with the flow. Or rather better the flow as frequent as one wants, and forever. After all you want to change to the better every day and become the best. Thingamy will follow, aid and abet you. It's made for that.
|Guidance||Rules||Purpose||Purpose drives, rules controls. It's leadership vs management again.|
|Leadership||Manager||Leader||Leadership must be dynamic and dependent on context, knowledge, group dynamics and more.|
|Structural nodes||Position||Role||Role is what responsibilities and abilities a person have and it's work related. Anyone can have multiple roles, that also changes all the time.|
|Authority||Delegated||Distributed||Authority should be a result of ownership and hence responsibility and follows the work. Ditto for accountability. Totally dependent on ironclad handovers.|
|Process changes||Reorgs||Iterative changes to process framework.||Today, changing a process is by changing the organisational structure. This makes innovation immensely difficult to attain.|
|Operations||Control||Support||Turn the hierarchical pyramid upside down and the "top leadership" becomes the crucial support for those who actually does the job for the customer.|
|Visible struture||Departments etc||Circles||Circles of common interest, or goal, or task, is what it's all about. Dynamic and dependent on context.|
|Administration||Manager control, central administration||Self management, power to the edges||Any type of administration from hiring and firing to setting salaries or changing jobs to purchases and travel expenses can be handled by those who knows best and are in need. Transparencey, per review and pressure will take care of the rest.|
|Flow framework||Management / Organisational hierarchies||Thingamy||Automating management and administration, freeing resources, implementing all above.|
|Enterprise software||Multiple vertical single activity supports||Single horizontal and holistic process||No more single actvity support tools patched together with duct tape. One system only.|
One single process based system that will make most current stand-alone single actvity support system superflous.
Your bespoke solution will be in the cloud, created for mobile and stationary devices, delivered as a service.
It delivers the right task to the right person at the right time, it captures all that happens in context, it writes reports automatically, it ensures ironclad handovers and full accountability.
It requires little or no training, it's what Maria Montessori suggested: Prepare the environmen, then withdraw and observe. Let your people find out themselves that the tool is better and easier than the current mish-mash of single activity vertical solutions taped together with duct tape. Then the old structure will crumble by itself and wasted time will be freed to create more value for your customer and your organisation. If the solution/service does not deliver, then stop using the service.
It can be "Selforganised-no-management-organisation", "Teal organisations" or "Holacracy" in-a-box. It can be the infrastructure for a nation-wide healthcare system. It can break down the barriers and make your customer and supplier a natural part of any internal team or project. It's the value creation flow framework for the future.
Activities/processe/flows comes as a activity-timeline, click on one and you see the flow-timeline including who did what when, who's next to do what and real time in-flow in-context chat. Visible to all who's involved in the flow. Tasks appear in the timeline.
Starting a flow, an activity, is always from a report (green drop down list), in context - "do something" would always be with/for/to an object - an idea, a person, anything.
Note that layout is easy to change. These examples are just our own defaults, as simple as possible.
Thank you for your interest in Thingamy. Please contact us using the information below.
The following articles are indicative only. The first link typically sums up only the time cost of information search and process related ad-hoc communication. In addition one should include: action oriented and hence flow related meetings, all reporting, disturbance costs, moving from application to application, duplicate work, and in fact anything that normally can be understood as administration or management. Conservatively the total could add up to 55 - 75% of a knowledge worker's time. For simplicity we assume 2/3rd of a knowledge worker's time.
An acid test: this finding (in Norwegian) shows that a Norwegian physician now spends only 42.7% of her/his time on patients.
McKinsey & Co research article from July 2012 - mapping the time spent on non-value creation like search and ad-hoc communication.
The cost of interruptions - the often uncharted byproducts of manually run flows. In this pointing to 28% of the knowledge worker's time (P 4).
One should also take the "management tax" into consideration: As "management" in essence is all about ensuring and making the flow move forward the management payroll is a "flow cost" that in theory could be replaced with a proper flow framework.
The rule of thumb is one manager per ten subordinates which leads to 11% of employees being managers. Combine that with the much higher average manager compensation and one would find about 20 - 30% of total payroll to be the cost of having management. Here's one of a few examples of firms that manage without managers:
"First, let's fire all the managers" - how a successful firm manages without any managers in Harvard Business Review. (Requires registering)
Most of the following links are to articles discussing the use of EMR/EHR as a panacea for all that is wrong with healthcare. Other industries and services tend towards the same notion that even more of the existing might help - not always the most logical but rather quite human when lacking an alternative.
The US National Bureau of Economic Research - Does Health Information Technology Reduce Costs?
Electronic health records not a panacea - how 50-80% of implementations fail.
Escaping the EHR Trap — The Future of Health IT.
Handovers are crucial for any organisation or value creation flow - without total perfection the flows breaks or at best gets flimsy. The issue is the smooth, complete and registered transfer of responsibility AND all pertinent information.
Avoiding handover fumbles: a structured trial. Points to that 51% (of clinicians in this case) do not have confidence in handovers.
A study points to 80% of serious Preventable Medical Errors having its root cause in imperfect communication during handovers.