Introduction -- Keith Cowan

The following is an informal introduction given by Keith Cowan upon joining the Learning Organization discussion group:
Sun, 6 Nov 1994 09:27:09 -0500 (EST)

> From: Richard Karash <rkarash@world.std.com>
>
> Can you tell us about your background to help us understand your perspective?
> This will help us all in our ongoing dialogue.
>
I have practiced BPR for 27 years using the foundation of my Masters's degree in Process Engineering. I am convinced that BPR merely takes a view across functional boundaries to alleviate the inherent problems that develop over time with any organization. While this can generate significant short term gains, inevitably, the benefits start to erode the moment that the BPR project is completed.

There are some ways around this. One is to build the systems to support the cross-functional process while leaving the existing functional organization in place (similar to the HR example just presented). The common problem is that the improvement stops unless something else can be installed to keep it going. CQI/ TQM can do this, for example.

If this continuous improvement is pulled off by an organization, then they can claim to be a "learning org" because they continuously adapt to their changing environment. What I like about this list is that we can debate whether there are any shortcuts to this desired end state because CQI takes a minimum of five years to install fully and has a high likelihood of losing momentum when the executives realize it is not the QUICK FIX they are in search of.

The Age of Paradox (Charles Handy) really sets out the challenges of organizational redesign in which any successful organization must master the ability to perform in multiple opposing ways, e.g. gain market share and improve profit simultaneously.

I am reengineering a company that has been very successful at serving their client because they were organized by client group. However, as expected, the clients are now demanding lowerunit costs and market leadership, both of which require centralization to initiate standard actions across client groups. We are using the traditional organizational vehicle for this to effect the shifts in minds quickly. I am suggesting that IT be installed to preserve the values of the client-focus paradigm that they are currenly so good at, but have little to support this notion other than my intuition. Any ideas and pointers to business jsutification for this would be much appreciated. Thanks ...Keith

(PS my title in this project is VP Systems Services and I am responsible for all the cross-functional services being provided in the current version of the transition plan BUT this content falls way short of the need!)

Keith Cowan ( Phone: 604-925-6122 )
FAX: 604-926-0810 / eMail: Compuserve: 72212,51

> From: Richard Karash <rkarash@world.std.com>
>
> I'm curious what organization you work for and whether you are internal
> or an outside consultant. I'll bet others on the list would be curious too.
>
It's a long story. I worked for IBM Canada for 25 years: 20 managers and 10 jobs, retired and formed Yorktown Technologies which specializes in breakthrough technology solutions using OO techniques and expert systems including some proprietary neural network models. I am the marketing, sales and product manager arm but also do consulting for hire in my spare time.

I mostly eliminated jobs in IBM by addressing root causes and effecting long term solutions. The cycle involved 6 months intensive study 12 months of execution to remove root causes and 12 months of leverage to get results in the outstanding category. Then I looked for a new class of challenges and usually repeated the process, getting the job down to 2 days/week before setting the new higher goals. Now I launch the reengineering project and after about after nine months I have made myself redundant and look for a new area to assess. The current company is only $80 million revenue and 550 employees so I am also redoing their planning process as an "extra" ... I love to interact with peer practitioners because the days are lonely even though lots of people are around! Thanks for listening
Keith Cowan ( Phone: 604-925-6122 )
FAX: 604-926-0810 / eMail: Compuserve: 72212,51

Click here for Full Resume/CV

Definitions:

BPR

Business Process Reengineering is generally the process of improving business flows across organizational boundaries to make dramatic improvements in overall effectiveness.

OO

Object-Oriented is the concept of defining business objects and implementing these in the computer representation so that the computer system mirrors the real world and communications with the business users is easier.

CQI

Continuous Quality Improvement is the process of making gradual improvements aimed at producing a superior quality product rather than a series of ad hoc changes.

TQM

Total Quality Management is taking a total systems view rather than just improving the quality of individual components.

I have a new insight into why CEOs are quite cautious with their Boards and why change is approached cautiously. It also explains why there is so much fadism at senior levels. Seeing the board five times a year leaves precious little time to sell new concepts - easier to proceed with something they have already heard about and understand. Besides, have you ever worked for 12 bosses and had only 6 direct reports? ...Keith
--
Keith Cowan <yti@compuserve.com>

The following is an informal introduction given by Keith Cowan upon joining the Complexity and Chaos discussion group:
Sun, 30 Mar 1997 09:27:09 -0500 (EST)

> From: Michael Lissack <lissack@lissack.com>
>
> Can you tell us about your background to help us understand your perspective?
> This will help us all in our ongoing dialogue.
>
I have had an interest in complex systems since completing a Master's in multivariate nonlinear systems. We automated Rosenbrock's optimization approaches for hill-climbing in a rugged landscape. This was in the early days of computers, and we tried to avoid the local "hillocks" that Uri mentions by randomizing the search start position repeatedly.

These were merely tools to be applied to the automation of process control systems. I been accepted to complete my PhD in Complex Systems at Berkeley. I took an interim assignment in Process Systems at IBM pending the start of my research. The work was sufficiently challenging and interesting that I deferred the studies, and ultimately, I stayed at IBM until May, 1992. Much of the work was reengineering how work was done, during 10 different jobs.

Since 1992, I have been working independently, performing executive assignments that involve reengineering and root cause analysis. The nice aspect to these assignments is that the clients have recognized the need for change when I get them so there is a receptive atmosphere.

My interest in this list is to interact with other business consultants who recognize that complex systems behaviour is predictable, and that the main reasons for confusion among business executives is that their view of their world too simplistic. (The analogy I use is the Newtonian view of physics versus the Quantum view, both of which work in respective domains.)
FWIW...IMHO....Keith

K.C. Cowan - President - eMail - Business Technologies
YTI Web Site
Created at 8:47 AM (PST), on Monday, March 31, 1997 - see also Goal/2000 Web Site

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