The Wild Ride of Management: Regular & Systemic
Ah, the joys of “regular” and “systemic” management! You’ve probably heard these buzzwords thrown around at every corporate seminar, right? It is intuitively clear what is behind these word combinations:
Regular Management is like having a Swiss watch. Everything ticks perfectly, rules are not just guidelines but gospel, and similar situations get the same consistent response. “Regularity” means “manageable” and “predictable”.
Systemic Management is where things get really fun. Imagine a giant, well-oiled Rube Goldberg machine. Every piece interacts seamlessly to produce a unified, synchronized outcome. A “system” is consistency and orderliness.
So, what does a “regular” and “systemic” organization look like? Picture this: management information is always current, decisions are as logical as a chess master, employees act exactly as expected and results are as dependable as the sunrise.
We all know what components are critical to building a system: a shiny strategy, efficiency metrics, detailed policies, and a sound personnel approach. But here’s the kicker: when it’s time to actually roll up our sleeves and implement this stuff, chaos often ensues. It’s like trying to assemble IKEA furniture without the instructions.
I’m here to add my two cents to this beautiful mess. In this and a few upcoming posts, I’ll share my take on each element of the management system and what to really focus on.
Let’s kick things off with Component #1: VISION.
Vision is like the company’s dream: a vivid, ideal, and somewhat realistic mental image of its future. Think of it as the company’s answer to “Why on earth are we doing this?” The place of Vision in the management system is obvious: all other links in the chain will be “tied” to it. Not to mention that it is the emotional rocket fuel for everything else.
Now, the Vision is a deeply personal thing for business owners. It’s their version of entrepreneurial bliss – or their justification for enduring endless headaches. Naturally, the Vision is determined by the worldview, values, limitations, “degree of freedom” of the owners; it is inseparable from their personalities.
Two important circumstances follow from the above:
- The Vision – unlike the company’s Mission, which will be discussed further on – is usually an internal document, a reminder of why the owners jumped into this crazy adventure in the first place. Whether they share this vision with the world is entirely up to them and their comfort level with public dreaming.
- Here’s the plot twist: sometimes, there is no vision. Not all businesses spring from some grand entrepreneurial epiphany. Some just start because someone needed to pay the bills or escape the 9-to-5 grind.
Having a Vision is awesome – thanks to it, we have Apple and SpaceX. But your company can still thrive even if it’s driven by sheer determination and pragmatic goals. Many entrepreneurs get by just fine on intuition, energy, and grit.
Stay tuned for more insights and the next thrilling installment of “Management Systems Unmasked.”
