THINKING IN SYSTEMS
Imagine a world in which the answer to cutting costs is improving the quality of services.
Where customer satisfaction rises with worker morale.
And where offering greater choice and control to customers maximises your organisational capacity.
Such a world is not only achievable, but an inevitable consequence of studying your organisation as a system and acting on what you have learned.
But developing this understanding requires a lot of un-learning. We need to abandon outdated beliefs in our train wreck management systems - that hierarchical management truly controls any number of meaningful variables or that carrots and sticks standardise quality for the better.
We do have it in our power to improve performance are the systems we create, but mostly fail to because we don't understand our services, our organisations, our partnerships and industries as systems.
Flock's mission is to help you see the systems that govern your performance, expose the thinking responsible for your systems and put the levers for improvement in the hands of those in the work.
The only way to understand the performance of your organisation is to study your organisation as a system. Studying as a system means following service demand from end-to-end to forensically examine your capability of response and uncover the system conditions which limit your potential for radical service improvement.
The understanding you develop from studying your own services will give you the insight to identify the waste that can be removed in order that services are redesigned to only include the steps that you customer values. Developing new design sprint skills enables you to innovate, market test, improve and launch in a fraction of the time it took to develop poor services.
If you want someone to do a good job, give them a good job to do. Those who are in the work need systems and measures that enable them to monitor performance in real time and put the means for improvement in their hands - freeing managers to take action on the systems. Once achieved in one service, the wider organisation can be brought into new ways of working without need for gimmicky culture change.