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  • Malcolm Ryder


"Production", which is value management's term for execution, is generally tracked in terms of progress versus a target, and accomplishing that progression is generally communicated as performance.

But the targets in performance management are generally descriptions of new conditions that are deemed "valuable". Those conditions are linked to the technique of their achievement, so if the achieved condition is valuable then the corresponding technique-of-record is valuable to that condition.

Differently, a given condition may be achieved by more than one technique. We know this is true because we see it happen every day. Organizations achieving the same kind of value have an enormous investment in masking their specific technique and its advantages from other competing organizations.

On the other hand, partnering organizations routinely (but carefully) reveal their respective techniques to each other and integrate them, so as to raise the probability of completeness in covering the requirements for being effective.

Integrated production efforts approach optimal completeness as an architectural matter. The production architecture is seen in this conceptual framework that links target conditions having value to the business with a logical structure (configuration) of underlying generative support.

One of the key distinctions of this view of "execution" in business is the essential role of Agents - parties that proactively cultivate, coordinate and offer sets of certain elements likely to be critical success factors in realizing a strategy and a corresponding support structure within the strategy's business.

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