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Vision of PASS changing organizational performance
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Vision of PASS changing organizational performance

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Aplin Science and Technology is a research agenda into how such a discipline can be applied to the engineering of growth in organization's performance capability and performance leadership.

Aplin Science and Technology is a research agenda into how such a discipline can be applied to the engineering of growth in organization's performance capability and performance leadership.

Published in: Business
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  • 1. ENGINEERING LIGHT ENTERPRISE WITH PERFORMANCE LEADERSHIP THE RESULTS LIGHT ENTERPRISE • Adapt Structural Fit toTHE CHALLENGE Mission and GoalsUnexamined, undisciplined workstructures can restrict the growth of • Dynamically Respond toemployees’ performance leadership Seasoned Executive Seasoned Executive Customer Demand Operations s M Manager Oper ions Manager perat Maand the performance capabilities ofthe organization. • Sustain Growth in Capability and CapacityHEAVY BUREAUCRACY• Inflexible, Stagnant Operations• Poor Fit to Mission and Customer• Systemic Weaknesses• Employee Complacency• Friction, Fat, Fear, Fads, FalsehoodTHE METHODPASS research continues with appliedstudies into Collegial Media (howemployees effectively interact withcolleagues) and De-Bureaucratization(managing conditions leading to Potential Leaderunwanted structure-causingcalcification and stagnation).LEADERS PASS Opens a Pathway to Light Enterprise Seasoned Executive Method Enhancement Collegial Performance • Meta-Management for Teams Platform Facilitated teams routinely Dynamic, digital workspaces Mission Fit • Overcome design actions to improve to develop, engage, and Inherited Bureaucracy structures and operations concentrate employee value Chief of Strategy • Fit Capabilities to Mission Enterprise Performance Integrated Performance Engineering Architectures • Enhance Progress to Light Continual testing of multi-causal Adaptive analytics and user-fitted Enterprise conditions affecting structure technology for continual Chief of Strategy and performance effectiveness in complex operations Chief of Strategy Operation Managers • Structural Fit to Organiza tional Demand SIGNS OF • Capitalize on Untapped Capacity • Encapsulate and Control Risk • Sustain Growth in SUCCESS • Know Effects with Adaptive Analytics • Manage Strategically Employee Capacity • Save Time & Increase Productivity • Develop Performance Leadership Innovation Reduce Cost Increase Capability • Exceed Customer Expectations • Attract and Retain Talent Potential Leader Localized Insight and Discre- tion • Engage and PASS COMPONENTS Test Actions Individual and Interchangeable Components Scale to Fit Dynamic Operations Performance Emergent Employee Strategic Performance Reusable Capability Cost Enculturation Thinking Productivity Messages Accountability Expertise Development Awareness

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