HPT Pathfinder: Rummler's Anatomy of Performance
Summary
TLDRIn this HPT Pathfinder presentation, Gary Rumler's evolution of ideas from 1995 to 2008 is explored. Rumler, with Alan Brash, defined performance at three levels: organizational, process, and job. They introduced the human performance system and later developed the 'Anatomy of Performance' to view organizations as interconnected systems. They emphasized the value chain and the impact of external forces on organizations, advocating for quality management and effective process management across vertical and horizontal dimensions. Rumler's tools, like process maps and the effective process framework, are designed to address organizational complexities and enhance performance.
Takeaways
- 📈 Gary Rumler's ideas evolved significantly from 1995 until his death in 2008, focusing on the holistic view of organizational performance.
- 🏢 Rumler and Alan Brash defined performance at three levels: organizational, process, and job/performer, introducing the Human Performance System.
- 🔄 They emphasized that organizations should be viewed as interconnected systems rather than isolated silos.
- 🌐 Rumler introduced the 'Organization as a System' lens, later known as 'Anatomy of Performance', which considers the entire organization as a value chain receiving inputs and producing outputs.
- 💹 The value chain includes resources like capital, raw materials, and human resources, aiming to create valued outputs such as products, services, and shareholder value.
- ⏳ Rumler's model includes the 'Organizational Super System', which acknowledges external forces like regulations, economic conditions, and societal trends impacting organizations.
- 🛠️ Quality management was identified as crucial for high-performing organizations, requiring managers to manage both vertically and horizontally.
- 🔍 The 'Value Creation Hierarchy' was used to identify and improve processes at various levels within an organization.
- 📊 Process maps, also known as swim lane diagrams, were developed by Rumler to help visualize and manage processes within organizations.
- 🔄 The Effective Process Framework combines the three performance levels with horizontal considerations from the value chain for job-level process improvement.
- 🏆 Rumler's legacy is marked by his continuous refinement of concepts, models, and tools to suit changing organizational circumstances.
Q & A
What were Gary Rumler and Alan Brash known for in the field of performance?
-Gary Rumler and Alan Brash were best known for defining performance at three levels: organizational, process, and job or performer.
How did Rumler and Brash address the misconception of organizations consisting of disconnected silos?
-They emphasized the processes within and between departments and functions to show the interconnectedness of organizational units.
What is the human performance system introduced by Rumler and Brash?
-The human performance system is a concept that describes the inputs, outputs, consequences, and feedback impacting an individual's ability to produce expected results.
What is the 'value chain' as described by Rumler and his colleagues?
-The value chain is the entire system through which an organization receives inputs of resources, produces valued outputs, and receives consequences and feedback from successful value creation.
What is the organizational super system according to Rumler's perspective?
-The organizational super system refers to the larger business environment that impacts an organization, including governmental regulations, economic conditions, cultural norms, and societal trends.
Why is quality management considered a key component in a high-performing organization by Rumler and his colleagues?
-Quality management is key because it enables managers to articulate, organize, and manage functions, jobs, and performers both vertically and horizontally across the value chain.
What is the value creation hierarchy mentioned in the script?
-The value creation hierarchy is a tool used to drill down through various levels of a business to pinpoint processes in need of improvement.
How does the value creation system within an organization encompass major departments and functions?
-The value creation system includes all major departments and functions, as well as the processes that move value, products, and services from concept to consumer.
What did managers discover was the issue with customer service agents in the online business scenario?
-Managers found that customer service agents were not confirming the shipping address for each order, leading to dissatisfied customers.
What tools did Gary Rumler develop to help managers and HPT professionals?
-Gary Rumler developed tools like process maps (swim lane diagrams) and the effective process framework to help identify relationships and processes within an organization.
How did Rumler's work aim to impact the total system of an organization?
-Rumler's work aimed to refine and enhance concepts, models, or tools to make them better suited to changing circumstances, ultimately impacting the total system of an organization.
Outlines
📈 Gary Rumler's Evolution of Performance Improvement
This paragraph introduces Gary Rumler's work on defining performance at three levels: organizational, process, and job performer. Rumler and Alan Brash emphasized the interconnectedness of organizational processes and departments, introducing the concept of a human performance system. They later developed the 'Organization as System' lens, which views the entire organization as a system receiving inputs and producing outputs, with the 'value chain' being the ultimate goal for performance improvement. The paragraph also discusses the impact of external forces on organizations, referred to as the 'organizational super system', and the need for organizations to adapt to survive. Quality management and the ability to manage both vertically and horizontally across the value chain are highlighted as crucial for high performance.
🔍 Tools and Techniques for Performance Improvement
The second paragraph delves into the tools and techniques developed by Gary Rumler for performance improvement. It discusses the use of process maps, also known as swim lane diagrams, to identify relationships and processes within an organization. Rumler also created the effective process framework, which combines the three performance levels with horizontal considerations from the value chain. The paragraph concludes with an example of how these tools were used to address customer dissatisfaction in an online business by identifying and improving specific processes. Rumler's legacy is summarized as one of continuous refinement and enhancement of concepts, models, and tools to suit changing circumstances, with the ultimate goal of impacting the total system of an organization.
Mindmap
Keywords
💡Performance Improvement
💡Organizational Level
💡Processes
💡Human Performance System
💡Value Chain
💡Organizational Super System
💡Quality Management
💡Value Creation Hierarchy
💡Process Maps
💡Effective Process Framework
Highlights
Gary Rumler's contributions evolved from 1995 until his death in 2008, focusing on performance improvement.
Rumler, along with colleague Alan Brash, defined performance at three levels: the organizational level, processes between departments, and the performer level.
They introduced the Human Performance System to describe how inputs, outputs, consequences, and feedback impact performers' ability to meet expected results.
Rumler and colleagues developed the 'organization as system' approach, later known as the 'anatomy of performance.'
In this view, organizations are systems that receive inputs (resources) and produce valued outputs (products/services) for customers and shareholders.
Maintaining and improving the value chain, which connects inputs and outputs, became the ultimate goal of performance and process improvement.
The concept of the organizational super system emphasizes external forces like government regulations, competition, and societal trends impacting organizations.
Organizations must constantly adapt to changing circumstances in order to survive and thrive in a competitive business environment.
Rumler viewed quality management as a key component for high-performing organizations, managing both vertically (jobs and performers) and horizontally (value chain).
The value creation hierarchy allows managers to drill down through various business levels to identify processes that need improvement.
In the example provided, a small business identified problems with customer orders due to a lack of address confirmation.
The value creation system comprises three interdependent processing systems: product creation, marketing, and delivery to consumers.
Rumler's tools, such as process maps and swim lane diagrams, help managers visualize relationships and processes across the organization.
The effective process framework combines the three performance levels with horizontal considerations from the value chain for job-level improvement.
Rumler's legacy lies in continuously refining and enhancing his models and tools to adapt to changing organizational challenges.
Transcripts
hi in this hpt pathfinder presentation
we'll revisit gary rumler to see how his
ideas evolved from 1995 to his death in
2008.
as we learned in the last presentation
rummer with his colleague alan brash
became best known for defining
performance at three levels
they first considered the business as a
whole at the organizational level
however this could lead to the
misconception of organizations
consisting of disconnected silos
so they emphasize the processes within
and between departments and functions
finally they focused on the job or
performer and introduced their human
performance system
to describe the inputs outputs
consequences
and feedback that impact the performers
ability to produce
expected results the idea of a performer
existing within an interconnected system
was
incredibly important but it did not
capture the complexities facing
organizations as a whole rumler and his
colleagues realized that
all organizations are systems and they
developed an approach
first called the organization as system
lens and more recently known as the
anatomy of performance
in this view like the human performance
system the entire organization receives
inputs of resources
including capital investment raw
materials and equipment
human resources and new technologies
likewise
all businesses seek to produce valued
outputs for customers and shareholders
these would include products and
services and increased shareholder value
the consequences and feedback from
successful value creation
would hopefully be increased orders for
goods feedback from customers
and increased investment from
shareholders this entire system was
called the value chain by rumler and his
colleagues
and for them maintaining and improving
this chain became the ultimate goal of
all performance and process
improvement and management efforts but
like all complex systems
organizations are impacted by other
outside forces
for rumbler and his colleagues this is
the organizational super system
in this super system the organization is
impacted by the larger business
environment
including governmental regulations
economic conditions
and cultural norms and societal trends
additionally
the organization constantly faces
competition from other businesses who
want to provide
products and services to the same
customers and who compete for resources
from the same pool of providers
as rumler and his colleagues stated in
2009 and 2010
this is the ultimate performance reality
in context for every organization
and every organization must constantly
adapt or die
because of these complexities and
demands rumler and his colleagues viewed
quality management
as a key component of any high
performing organization in this context
managers must be able to articulate
organize and manage
functions jobs and performers in the
traditional vertical direction
and they must also be able to manage
horizontally across the value chain
and they argue that designing and
managing processes in both directions is
the key to ensuring that work can be
performed effectively and efficiently
that it can be effectively managed and
that the company can gain an advantage
over the competition
to illustrate this one small online
business was experiencing a high level
of dissatisfied customers who claimed
that they were being charged for orders
that never arrived to ensure that both
the vertical and horizontal processes
were being accounted for
the management of the firm used what
rumbler and his colleagues called the
value creation hierarchy
to drill down through various levels of
the business to pinpoint the exact
processes in need of improvement
after considering the super system at
the business and enterprise level
managers can focus in on the value
creation system within the organization
this system encompasses all major
departments and functions in the company
as well as the processes that move value
products and services from concept to
consumer
in rumbler's model from 2009 this level
is made up of three interdependent
processing systems those concerned with
creating and launching the product
those concerned with marketing and
selling the product and those concerned
with making sure it gets into the hands
of consumers
within each of these the manager drilled
further
down to view the primary processing
systems that might require the work of
various departments
and teams that consist of multiple large
process steps
in our scenario it was clear that there
were problems with the order being
obtained
with this knowledge the manager
continued to investigate lower and lower
levels in the hierarchy
through the process level sub processes
and individual tasks in this scenario
managers determined that customer
service agents were not confirming the
shipping address for each order
gary rumler's ideas and tools are
incredibly comprehensive and robust
enough to address needs in the simplest
or most complex organizations
at each level ramler and his colleagues
developed powerful tools like process
maps also known as swim lane diagrams
to help managers and hpt professionals
identify relationships
and processes vertically through the
organizational functions
and horizontally across the value chain
he also developed the effective process
framework which examined
process improvement at the job level by
combining the three well-known
performance levels
with horizontal considerations from the
value chain
in 2009 ramos and rummer summed up gary
rumler's legacy best by stating that
rumbler's endless efforts at refining
and enhancing a concept
model or tool to make it better or more
suitable to changing circumstances
is a hallmark of his contributions to
the field of performance improvement
although he was most noted for his
contributions to process improvement
his objective was always to make an
impact on the total system of an
organization
you
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