UHR Mature Phase - Spider Formation

May 23, 1999 - Jack Harich - Go Back

The above is a possible conceptual organization for when UHR becomes mature enough to concentrate on part flow rather than infrastructure creation (post chasm). The result is much like a molecule.

The organization looks and behaves like a nimble spider looking for food, allowing it to be very efficient. The flow is Core Tech, Part Shop, Product Assembly and Partner Guide for each current project.. This is the Part Flow Process in Higher Level Processes.

Process Elements

Fixed elements are organized "spider" style with the most leveragable assets towards the center, customer contact maximized at the paws, flow is along arms.

Floater elements move around, finding the spider food, looking for new food types, watching other spiders, educating the spider's elements, putting special care into informing, protecting and evolving the center, etc. Examples are shown.

Arms can be created quickly per partner, market or business unit. Arms can share elemets. Each arm element can be as little as one person, allowing an entire market or partner to be served with minimum cost. Arms are dedicated to a single solution, rather than everybody's business is nobody's business.

Partner Guide is a specialist who guides an arm to providing a solution, and guides a partner to satisfaction. They may create or customize an arm as necessary, which behaves as a JIT assembly line under their and the partner's control. They may even be a non-person, such as internet Hyper Assembly.

PSVO's work in parallel with arms to ensure that as the solution is evolved, its perceived value to the customer is optimized. They are early and continuous Quality Assurance.

Core Tech provides everything arms need in the form of reusable IP. ValueOp is a new IP abstraction that willl eventually do most of the PSVO's work automatically.

Advantages

1. Very lightweight way to handle each sales cycle.
2. Disperses the organization to serve the maximum number of simultaneous sales.
3. Streamlines our process.
4. Encourages reuse of whatever is put at the core.
5. Easy to manage.
6. Easily tuned to varied partners, markets or business units, because each has their very own pipeline.
7. Exploits UHR to the max.
8. Very flexible.
9. Conceptually simple.
10. Rapid deployment of assets to meet customer's needs.
11. New business units can be spun off by starting with an arm.
12. Key Process Area is encapsulated and well organized in arms.
13. Greatly reduces time to market and solution cost while improving actual quality and perceived solution value.

Note - The original image was produced in Photoshop 5.0 and took up 120K at high quality. Greg Kreis noticed this was way large, caused slow page loads, and has provided a smaller version at a mere 40K by running it thorugh IrFanView and converting to 256 colors. Thanks!