Page 78 - Performance Leadership
P. 78
Chapter | 5
OPERATIONAL
AND ANALYTICAL
ALIGNMENT
Most of us have—deep in our minds—models of management
based on the classic, centralized philosophy of command and control.
To be successful in the world we’re entering, we will need a new set
of mental models. 1
—Thomas W. Malone, Professor,
MIT Sloan School of Management, Boston
he operational and analytical dimensions form the basis of the per-
Tformance leadership framework. The operational dimension
focuses on how to manage day-to-day operations, or the first loop of
management. The first loop of management concentrates on moni-
toring the current state of business processes. The operational dimen-
sion is by definition transactional: it manages the effectiveness and
efficiency of the daily work of various business domains. Activities on
the operational level are monitored and the results are measured
against targets. The moment the targets are not met, or the measure-
ments go in the direction of critical thresholds, adjustments need to
take place. Managing the day-to-day operation never stops. We can
never take our eyes off the ball. In Covey’s words, “This dimension is
about discipline.”
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