Fast Company

Real-TimeExecutionWave (TM) - A New Decision-Making Framework

A Note to Our Readers:  I received enormous response and literally hundreds of The Living Organization (R) model white paper downloads from my last Fast Company posting, Strategic Planning is Dead - Long Live Strategy Execution. Thank you for your kind messages and interest in our model.  In this spirit, I wanted to share with you a recent blog post excerpt from my Quantum Leaders colleague, Gregg Gallagher, who continues the conversation where I left off. Gregg introduces Real-TimeExecutionWave (TM) in this post, an integral piece of The Living Organization theory and our answer to how Strategy Execution has evolved in today's fast-paced world.

 
In his recent posting. Norman wrote on our belief that traditional strategic planning processes & frameworks have failed to adapt to the nature of the modern business environment, and are no longer the optimal approach to high-level decision-making within an organization

We believe that a new decision-making framework - the RealTimeExecutionWave - better accelerates execution.

Building upon The Living Organization model - and the ARC framework, we looked at the various existing planning & decision-making frameworks currently in use. The framework which came closest to our own thinking was the OODA loop, created by John Boyd as a means for explaining fighter-pilot effectiveness, and which subsequently has seen great adoption at all levels of US military planning: tactical, operational and strategic. More info on OODA.

While we have retained the same terminology as that used in Boyd’s OODA, we have evolved the framework to reflect our belief that the decision cycle is more akin to that of a wave with directionality, frequency and amplitude, rather than a recurring loop as defined in the OODA framework.

 

 

Real Time Execution Wave

 

  

Directionality is provided by the Strategic Compass - wave-guides that Orient the company and it’s people, aligning their efforts with the goals, objectives, principles, values and Soulful Purpose of the organization. This is a key element - I.e., a so-called “Critical Success Factor” - in that a high level of alignment  along these dimensions allows for more frictionless decision-making at all levels of the organization, obviating the need to continuously “check with the higher ups” .

Amplitude is the overall level of energy being created within the organization. Quantum Leader’s ARC Framework enables organizations to better identify the sources of, and blockages to, energy creation within their organizations. Energy is gathered during the observational processes of an organization (market research, performance evaluation & incentive plans, SWOT analysis, etc.), and then vectored by decisions, which release this energy in the form of specific actions/programs/initiatives.

Frequency is the speed by which an organization moves through the entire execution process and is a key determinant of success. [In my next post I will discuss how accelerated speed of execution via the RealTimeExecutionWave can provide competitive advantage in the realm of disruptive innovation.

It is important to understand that there is not just one RealTimeExecutionWave in existence at any one time - in fact there are a multitude of such waves taking place not only at various levels within the organization (e.g., individual/team/department/leadership), but also between the organization and it’s various constituencies in it’s environment, the marketplace - customers, suppliers, competitors, etc.


How well these energy vectors are aligned with each determines the ultimate effectiveness an organization will realize in achieving it’s soulful purpose.

 

 

 

 

 

 

 

 

 

 

 

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10 Comments

  • Gregg Gallagher

    Bob: There is not direct measurement of alignment yet - although there are some emerging indirect measurements in the form of Emotional Intelligence (EQ) and Spiritual Intelligence (SQ). We are developing an observational/subjective approach with the ARC Framework (have you read through our white paper yet?) that can and has identified such misalignments within our clients.

    We are at the early stages of fleshing out some of our tools derived from these two frameworks (ARC and RTE), and one of the first ones I want to explore is in the product development environment, where the iterative nature of AGILE approach bears significant similarity to the RTE/OODA framework. Experientially, I have seen AGILE fail where the product owner has not gained and/or maintained such alignment - often sacrificed at the altar of "immediate progress" for speed's sake.

    In the writings of John Boyd I have gained access to so far, I have not found much (yet) of his thinking regarding the issue of trust/alignment vertically & horizontally within an organization as a factor in improving the speed & directionality (progress towards specific objectives) of execution. Are there any source materials you might point me towards?

    Thanks for the comments - and look forward to sharing ideas & insights with you!

    Gregg

  • Gregg Gallagher

    Bob: There is not direct measurement of alignment yet - although there are some emerging indirect measurements in the form of Emotional Intelligence (EQ) and Spiritual Intelligence (SQ). We are developing an observational/subjective approach with the ARC Framework (have you read through our white paper yet?) that can and has identified such misalignments within our clients.

    We are at the early stages of fleshing out some of our tools derived from these two frameworks (ARC and RTE), and one of the first ones I want to explore is in the product development environment, where the iterative nature of AGILE approach bears significant similarity to the RTE/OODA framework. Experientially, I have seen AGILE fail where the product owner has not gained and/or maintained such alignment - often sacrificed at the altar of "immediate progress" for speed's sake.

    In the writings of John Boyd I have gained access to so far, I have not found much (yet) of his thinking regarding the issue of trust/alignment vertically & horizontally within an organization as a factor in improving the speed & directionality (progress towards specific objectives) of execution. Are there any source materials you might point me towards?

    Thanks for the comments - and look forward to sharing ideas & insights with you!

    Gregg

  • Gregg Gallagher

    Bob: There is not direct measurement of alignment yet - although there are some emerging indirect measurements in the form of Emotional Intelligence (EQ) and Spiritual Intelligence (SQ). We are developing an observational/subjective approach with the ARC Framework (have you read through our white paper yet?) that can and has identified such misalignments within our clients.

    We are at the early stages of fleshing out some of our tools derived from these two frameworks (ARC and RTE), and one of the first ones I want to explore is in the product development environment, where the iterative nature of AGILE approach bears significant similarity to the RTE/OODA framework. Experientially, I have seen AGILE fail where the product owner has not gained and/or maintained such alignment - often sacrificed at the altar of "immediate progress" for speed's sake.

    In the writings of John Boyd I have gained access to so far, I have not found much (yet) of his thinking regarding the issue of trust/alignment vertically & horizontally within an organization as a factor in improving the speed & directionality (progress towards specific objectives) of execution. Are there any source materials you might point me towards?

    Thanks for the comments - and look forward to sharing ideas & insights with you!

    Gregg

  • Gregg Gallagher

    Bob: There is not direct measurement of alignment yet - although there are some emerging indirect measurements in the form of Emotional Intelligence (EQ) and Spiritual Intelligence (SQ). We are developing an observational/subjective approach with the ARC Framework (have you read through our white paper yet?) that can and has identified such misalignments within our clients.

    We are at the early stages of fleshing out some of our tools derived from these two frameworks (ARC and RTE), and one of the first ones I want to explore is in the product development environment, where the iterative nature of AGILE approach bears significant similarity to the RTE/OODA framework. Experientially, I have seen AGILE fail where the product owner has not gained and/or maintained such alignment - often sacrificed at the altar of "immediate progress" for speed's sake.

    In the writings of John Boyd I have gained access to so far, I have not found much (yet) of his thinking regarding the issue of trust/alignment vertically & horizontally within an organization as a factor in improving the speed & directionality (progress towards specific objectives) of execution. Are there any source materials you might point me towards?

    Thanks for the comments - and look forward to sharing ideas & insights with you!

    Gregg

  • Gregg Gallagher

    Bob: There is not direct measurement of alignment yet - although there are some emerging indirect measurements in the form of Emotional Intelligence (EQ) and Spiritual Intelligence (SQ). We are developing an observational/subjective approach with the ARC Framework (have you read through our white paper yet?) that can and has identified such misalignments within our clients.

    We are at the early stages of fleshing out some of our tools derived from these two frameworks (ARC and RTE), and one of the first ones I want to explore is in the product development environment, where the iterative nature of AGILE approach bears significant similarity to the RTE/OODA framework. Experientially, I have seen AGILE fail where the product owner has not gained and/or maintained such alignment - often sacrificed at the altar of "immediate progress" for speed's sake.

    In the writings of John Boyd I have gained access to so far, I have not found much (yet) of his thinking regarding the issue of trust/alignment vertically & horizontally within an organization as a factor in improving the speed & directionality (progress towards specific objectives) of execution. Are there any source materials you might point me towards?

    Thanks for the comments - and look forward to sharing ideas & insights with you!

    Gregg

  • Gregg Gallagher

    Bob: There is not direct measurement of alignment yet - although there are some emerging indirect measurements in the form of Emotional Intelligence (EQ) and Spiritual Intelligence (SQ). We are developing an observational/subjective approach with the ARC Framework (have you read through our white paper yet?) that can and has identified such misalignments within our clients.

    We are at the early stages of fleshing out some of our tools derived from these two frameworks (ARC and RTE), and one of the first ones I want to explore is in the product development environment, where the iterative nature of AGILE approach bears significant similarity to the RTE/OODA framework. Experientially, I have seen AGILE fail where the product owner has not gained and/or maintained such alignment - often sacrificed at the altar of "immediate progress" for speed's sake.

    In the writings of John Boyd I have gained access to so far, I have not found much (yet) of his thinking regarding the issue of trust/alignment vertically & horizontally within an organization as a factor in improving the speed & directionality (progress towards specific objectives) of execution. Are there any source materials you might point me towards?

    Thanks for the comments - and look forward to sharing ideas & insights with you!

    Gregg

  • Gregg Gallagher

    Bob: There is not direct measurement of alignment yet - although there are some emerging indirect measurements in the form of Emotional Intelligence (EQ) and Spiritual Intelligence (SQ). We are developing an observational/subjective approach with the ARC Framework (have you read through our white paper yet?) that can and has identified such misalignments within our clients.

    We are at the early stages of fleshing out some of our tools derived from these two frameworks (ARC and RTE), and one of the first ones I want to explore is in the product development environment, where the iterative nature of AGILE approach bears significant similarity to the RTE/OODA framework. Experientially, I have seen AGILE fail where the product owner has not gained and/or maintained such alignment - often sacrificed at the altar of "immediate progress" for speed's sake.

    In the writings of John Boyd I have gained access to so far, I have not found much (yet) of his thinking regarding the issue of trust/alignment vertically & horizontally within an organization as a factor in improving the speed & directionality (progress towards specific objectives) of execution. Are there any source materials you might point me towards?

    Thanks for the comments - and look forward to sharing ideas & insights with you!

    Gregg

  • Gregg Gallagher

    Bob: There is not direct measurement of alignment yet - although there are some emerging indirect measurements in the form of Emotional Intelligence (EQ) and Spiritual Intelligence (SQ). We are developing an observational/subjective approach with the ARC Framework (have you read through our white paper yet?) that can and has identified such misalignments within our clients.

    We are at the early stages of fleshing out some of our tools derived from these two frameworks (ARC and RTE), and one of the first ones I want to explore is in the product development environment, where the iterative nature of AGILE approach bears significant similarity to the RTE/OODA framework. Experientially, I have seen AGILE fail where the product owner has not gained and/or maintained such alignment - often sacrificed at the altar of "immediate progress" for speed's sake.

    In the writings of John Boyd I have gained access to so far, I have not found much (yet) of his thinking regarding the issue of trust/alignment vertically & horizontally within an organization as a factor in improving the speed & directionality (progress towards specific objectives) of execution. Are there any source materials you might point me towards?

    Thanks for the comments - and look forward to sharing ideas & insights with you!

    Gregg

  • Gregg Gallagher

    Bob: There is not direct measurement of alignment yet - although there are some emerging indirect measurements in the form of Emotional Intelligence (EQ) and Spiritual Intelligence (SQ). We are developing an observational/subjective approach with the ARC Framework (have you read through our white paper yet?) that can and has identified such misalignments within our clients.

    We are at the early stages of fleshing out some of our tools derived from these two frameworks (ARC and RTE), and one of the first ones I want to explore is in the product development environment, where the iterative nature of AGILE approach bears significant similarity to the RTE/OODA framework. Experientially, I have seen AGILE fail where the product owner has not gained and/or maintained such alignment - often sacrificed at the altar of "immediate progress" for speed's sake.

    In the writings of John Boyd I have gained access to so far, I have not found much (yet) of his thinking regarding the issue of trust/alignment vertically & horizontally within an organization as a factor in improving the speed & directionality (progress towards specific objectives) of execution. Are there any source materials you might point me towards?

    Thanks for the comments - and look forward to sharing ideas & insights with you!

    Gregg

  • Bob Jacobson

    And the reason for noting these factors is...? It wouldn't be useful to quantify them, even if everyone agreed on what they are. There's no evident way to determine who is aligned and who isn't, and then how to correct. And it's a very internalized model, whereas OODA is totally integrated with change factors external to the decisionmaker or organization. I know what you're getting at -- it's the style of No Way (as in Zen) pathfinding that I use, especially in complex situations where analysis is constantly outdistanced by events. I appreciate the naming you've provided: now we both need to find out, is there a way to associate your model's implementation with existing organizational heuristics (decisionmaking methods)? Good effort!