Information Technology Can Be Harnessed by Institutions for Unprecedented Performance and Satisfaction

 

Symphony Orchestra Model Points to Solution

 

We have been conditioned to accept computers on their terms, not ours.

 

This is not to say that computers and their related paraphernalia are not useful. By the same token, this is not to complain about 'reasonable' levels of electronic and electro mechanical failure. For that matter, despite the galling waste of time and effort brought on by system crashes and frozen programs, information technology components and systems have measurably improved.

 

Still, computers force us to think the way they think--rather than the other way around. This has always been a problem, but it is more obvious now that the Internet is becoming more common.

 

 

The problem is that our best thoughts, ideas, and plans--those that cannot be expressed by means of word processors or spreadsheets--must be forced through a logical extruder. We can't just sit down and express them--especially when they get complicated. Of course, there are people who work to reduce our thoughts to computer behavior--when they can get to our projects, or understand what we really mean, or agree with us on what needs to be done.

 

The unique skills of technical professionals are generally best used for technical tasks--not for the management of critical business logic. For one thing, they can't know everything about everything--especially in changing environments. For another, you and your computers must accurately reflect everything about your business world--especially in changing environments.

 

In our complex world, computers have become both communicators and arbiters. Much of what we do is either guided by computers or the results of our actions are in some way recorded in digital form. Much of the financial reporting and control crisis faced by large organizations in recent years can be traced to limitations in computer systems that failed to direct corporate agents through acceptable courses of action and failed to adequately document relevant actions.

 

In order for you and your company to use the power of your organization's computers for competitive and regulatory purposes, computers must now become your tools--for you and for your associates and partners. You need this in order to gain control in this globally networked world. The purpose of this material is to show you the way and provide you with tools to turn the tide. Your computerized system must be much more representative of the realities of your organization and responsive to ongoing changes.

 

To accomplish this, two critical conditions must exist. First, tools must be designed that are responsive to how you think--not the other way around. Second, you must be taught to use such tools and to understand their implications in how you do business. This outlines the purpose of Profundities..