Figure C10c.2 Organizations

Figure C10c.2 opens up additional options for using graphical schemes to scale specific topics (tasks). The aim is to analyze (more profound knowledge and understanding of) the object (to the extent set in Figures C10a.2,3).

The methodology used is as follows. We will look at the object (Organization, Project, Competitiveness, Legal Framework, and the New Project Paradigm) in two directions: the As-Is object's state and the To-Be's expected state.

We set a goal and a path to it independently for each status As-Is and To-Be (e.g., we stop confusing reason with emotion and vice versa). Then, depending on what we expect from the analysis, we set the inputs (items) for both triads (goal and path).

Subsequently, we use Dialectic/Dynamics Diagrams (DD) to write items (their) connections (interface) in the form of cycles. Separately for the present status As-Is, and aims we would like to reach in the future, To-Be.

It should help us understand our position (readiness) for our vision (e.g., for an organization's production plans or belief in the added value of a project idea before the financial flows are being started). Finally, after analyzing the obtained inputs (items), we construct a process cycle for the function (Organization or Project) that is the subject of our interest. In total, we will operate with 12 items.

Figure C10c.2 offers an approach to breaking down an organization's scaling needs on a tactical level (for specific and life cases). In the status As-Is, we should have a realistic view on:

• The basis (the substance) of our goal (what is its Scope, Costs, and Time capacity). What now presents (characterizes) our Organization, and

• The position (the capacity) of our path (what is the position of our products or services, how our marketing looks, and if we are involved enough in needed research operations).

For the status To-Be, we should keep the same realistic view on:

• The complex perception of the Sale (our incomes and our capital). Generally, it is about risks, but specifically, our resistance to the potential of bankruptcy situations and readiness in cases that can lock out our Organization for a time, and

• The complex perception of the future effectiveness of our Organization in a turbulent supply chain environment, and influencers coming from the effective day-to-day production of our competitors.

The next step is to build the DD for the Scope and the DD for the  Sales (still valid that the choice and prioritization of items is open for the creativity of any individual or team that accepts this methodology).

We can read the DD for the Scope this way: If we want to SHIFT our production, we have to be careful about our Costs, spend more time on Research, and not lose time. To adapt our marketing and our Organization sought SHIFT to ensure.

The DD for the Sale we can read similarly: If we want to SHIFT our Sales, we have to improve our efficiency, be equipped against bankruptcy risks, in a way, so we build sustainable effectiveness of our Organization, and be ready to solve lockdown situations through our own templates.

Such a readiness gives us a solid chance to navigate the waters of turbulent supply chains and achieve our SHIFT. The last DD for the Organization can be understood as follows: if an Organization plans to maintain competitive production should respect the risks of Bankruptcy and aim its Research to its flexibility in the market.

Including Lockdown situations in a co-partnership network with appropriate Marketing (e.g., on a province level, keep a permanent readiness of rebuilding, lockdown, or re-allocation of its production scope and business sales).