Template:M intro design System redundancy: Difference between revisions

Template:M intro design System redundancy (view source)

Revision as of 08:37, 27 July 2023

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→‎It’s the long run, stupid

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 === It’s the long run, stupid===
-A snapshot of the process, when it is at minimum stress, fair weather, all is operating well. But efficiency must be measured over an appropriate life cycle measured by the frequency of the worst possible negative event. The efficiency of a process must take in ''all'' parts of the cycle — the whole gamut of the four seasons — not just that nice day in July when all seems fabulous with the world. There will be other days; difficult ones, on which where multiple unrelated components fail at the same moment, or where the market drops, clients blow up, or tastes gradually change. There will be almost imperceptible, secular changes in the market which will demand products be refreshed, replaced, updated, reconfigured; opportunities and challenges will arise which must be met: your window for measuring who and what is ''truly'' redundant in your organisation must be long enough to capture all of those slow-burning, infrequent things.
+The usual approach for system optimisation is to take a snapshot of the process as it is over its lifecycle, and map that against a hypothetical critical path. Kinks and duplications in the process are usually obvious, and we can iron them out to reconfigure the system to be as efficient and responsive as possible. Mapping best case and worst case scenarios for each phase in that life cycle can give good insights into which parts of the process are in need of reegineering: it is often not the ones we like to think.
+But efficiency must be measured over an appropriate life cycle measured by the frequency of the worst possible negative event. The efficiency of a process must take in ''all'' parts of the cycle — the whole gamut of the four seasons — not just that nice day in July when all seems fabulous with the world. There will be other days; difficult ones, on which where multiple unrelated components fail at the same moment, or where the market drops, clients blow up, or tastes gradually change. There will be almost imperceptible, secular changes in the market which will demand products be refreshed, replaced, updated, reconfigured; opportunities and challenges will arise which must be met: your window for measuring who and what is ''truly'' redundant in your organisation must be long enough to capture all of those slow-burning, infrequent things.
 The skills and operations you need for these phases are different, more expensive, but likely far more determinative of the success of your organization over the long run.