A great article by Ram Krishnamurthy, Group Director, Marketing Strategy & Insights at Coca-Cola + others … see more on Vittorio Raimondi and Dave Exelby who head the work. As Krishnamurthy says . “The benefits go beyond the forecasts … it is about enabling foresight – the ability to create plausible quantified scenarios and to provide sufficient clues on how to realize the chosen strategic path. Driven by the ...
Continue Reading → ShareHR with data
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Organisation View‘s Andrew Marritt tells me top firms’ want to model workforce planning and talent pipelines, reflecting increasingly data-driven HR management. Syngenta, ABB, Nestlé and others have very large teams across multiple functions and business units, and small changes to hiring, turnover, promotion, transfer and age profiles make a big difference to their ability to grow and support their businesses … and management in other functions expect HR to figure out what to do, not just to meet short-term needs ...
Continue Reading → ShareHealth: less “R”, more “D”
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Much modeling is done in NHS to understand issues, but few developed solutions on offer.
I just left the Press launch for the Cumberland Initiative – an effort to bring clinicians, academics and business people together to use modeling to tackle NHS issues – especially the crisis in A&E [emergency or unscheduled care]. A great aim, but modeling has already clarified many issues for many years; ambulance scheduling, resourcing for dementia treatment, stroke-response … and emergency admissions. So it looks ...
Continue Reading → ShareManaging messes
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Making the Most of Mess suggests we manage strategy/policy the same way control engineers manage complex physical systems … which is exactly what system dynamics has made possible for the last 50 years, since it is precisely the use of control-theory principles for understanding and managing social systems. It has its limits but we can go a long, long way …
We may need first to clarify what we mean by “mess”. I haven’t been all through the book, but ...
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