Complex Change – centered around People

by Adì Lev-Tov

 

However, fast-forward few decades of digital technology use and hypes, have shown most of time, this is not the case!The use of digital technology is failing to deliver a constant organisational efficiency at scale. At the heart of this failure is the scientifically false assumption that using digital technology in infrastructures and processes will be translated automatically into operational change, optimising infrastructures use and delivering overhaul organisational efficiency, aka digital transformation. This is impossible, unless operations goals never change, the context including weather, is perfectly predictable and employees are robots repeating identically the same movements without identities nor will.work is a coordinated social activity with a purpose, done under some form of authority structure and planned organisational change, like greater efficiency, is the outcome of these social activities in the organisation working community.Basing the use of digital information and technology to justify action, ONLY on information analysis and its digital machines, automating and mimicking cognitive human activities, has created a bypass of the social organisation’s mechanisms for information qualification and use. Now we know, at the cost of disrupting existing social mechanisms, this digital bypass has not being able to substitute these social mechanisms, causing the failure to deliver the promised efficiency.

TECHNOLOGY OFFER

MAIN FEATURES OF We build a model of the hybrid working environment, which is specific and serving as the scene in which we can review how the process activities, roles, technology installations and equipment, are built and acting to achieve results efficiently, from both technical and administrative perspectives. (e.g. costs, budgeting, reporting, procuring, regulation). The review is based on interviews of key operators on their perspectives of their working environment situation and their daily activities to understand the workflow in terms of functions and roles of the company culture and to identify with them problems and inefficiencies of the processes including all types of used technologies, related administrative processes, data and information in digital platforms and the use of not-prescribed out of process activities to solve recurrent problems. We corroborate process performance and equipment characteristics with our field measurements. Once identified inefficiencies, we do not stop at the screen and the wire but operate in parallel on both physical and digital elements of the process keeping all solutions and modifications sustainable and affordable. Using TELEDIA our proprietary cloud-based platform we build and implement with the field operators, a mix of digital and physical technologies based on their comments and the model of the hybrid working environment we have created earlier using as much as possible the organisation existing tools.

This hybrid layer serves as a cushion keeping on one hand, group dynamic mechanisms for building human relationships, shared knowledge and culture, in the social sphere while on the other, enabling the use and integration of the results with digital technology. Thanks to a flat database architecture created specifically for the organisation and common to all processes (with no-need for data preparation phase), a core module in TELEDIA is connected in parallel to organisation sites using a two-way communication (telemetry), coordinating the execution of computer models simulating processes and systems, optimisation algorithms as well as solvers and calculators, maintenance management and other organisational processes, allowing the operator to use efficiently different modules in a real time WEB GUI. At the same time, allowing communication with other relevant people at all levels, not losing any formal and informal field necessary information by uploading it immediately e.g., chat comments created in the platform, photos, not planned material and receipts and any other information needed either for current task or for future review and evaluation, ALL in one place. In parallel we work with management on these required changes and modifications accordingly, so actual roles, positions and equipment functions are clearly described under the provisions of new technologies. This step is necessary as actual changes and movement to new digital technology require full management support in forms of budgeting and directives.