sensitivity to operations
We focus on the unforgiving operational practice. At the sharp end where behaviour has direct consequences and training of collective mindfulness and behaviour is critical.
Operational talk
Within organisations that focus primarily on the primary process, operators and managers know the operational process inside out. Most time is spent discussing, sharing experiences and reviewing the primary process.
Strategy supports the operation
These organisations, their strategies, policies or bright futures are all seen to support the operational practice. Delivering the performance is the organisation’s ‘raison d’être’. People make plans based on what’s actually going on in the daily operation.
Focus and early warning
Monitoring and "reading" the primary process is going on all the time. It is a matter of professional pride to know about the health of the system. People keep each other online and updated on the process and current state of affairs, so that they can adjust their actions and anticipate problems at an earlier stage.
Rapid responses
Where the primary process is all important, resourcing and redundancy is a strategic asset. When problems occur, there should be access to means and to people with the right expertise and qualification to solve them. Managers and executives are constantly searching for feedback on matters that didn’t go quite as well as hoped, so that the processes can be improved.
Having the bubble
When organisations are sensitive to their operations, each and everyone has an overview of the entire operational process of which they are a part. They’re familiar with aspects of its execution that fall outside of their own tasks and they know the people who work elsewhere in the chain. They oversee the entire chain of processes leading to the result and achievement they want to deliver and of which their own work is just a small part.