People, Process, Technology. It’s not a new concept. It dates back to Harold Leavitt’s diamond model from 1964 for creating change in an organization. The model can also assist with avoiding risk.
Like many industries, the manufacturing, construction, and agriculture industries are very risk-averse. The fear of failure is a significant motivator within every department at a majority of these type of businesses, especially within the equipment sectors. For them – there is no waste. Everything must have a purpose. Whatever “it” is – has a use; otherwise, it gets cut out of the equation.
Ultimately, the end goal every business owner (whether that’s in manufacturing through to mining) should focus on is delivering value. And in an ever-evolving marketplace, where nothing is concrete, and anything can change at any moment, it’s easy to lose sight of that. It can evaporate as quickly as a drop of water in a desert.
So, how do you get around that?
Leavitt’s diamond model is a great place to start. Regardless of what your focus may be on currently, it helps create structure, so you and your team have a point of reference to follow. Utilizing the People, Process, and Technology model below are the main points that tie it all together.
To quote the classic business book Good to Great, “getting the right people on the bus” is a crucial step for any major company initiative. People have work to do. How they do it, and who they do it with is dictated by the process.
Published initially as tasks and structure in Leavitt’s paper, managers, later on, consolidated the two into the process for simplification. The process is how people do their work better. It defines the standards of how to do it and prevents people from wasting time and valuable resources on the work they’re performing.
Technology helps people perform the work they’re required to do efficiently. Whether that’s mechanical engineering tasks to field service projects, technology helps people work faster, more effectively, all within the scalable process.
Here is a visual, to help with the concept of how they all interact:
From the diagram, you can see where the circles overlap, creating room for innovating, scaling, and automating. Like the people, process, and technology chart above, Documoto’s solutions are no different.
Documoto places people in the driver’s seat, by giving them the tools they need to get their work done – all using technology! In conjunction with this structured state, the technology ties in to automating processes and assisting with or freeing up room for people to be able to innovate.
USE CASE FOR EQUIPMENT MANUFACTURERS
Placing this into a use case for equipment manufacturers, a few questions you can ask yourself to help with identifying the people include:
- Who is the owner?
- Who are the stakeholders that need to know about this and provide support?
- Who needs to be informed so they can do their job better?
Communication is key.
From there, you can define their processes.
Processes bring people together. To make a serious impact on your organization, some means to keep in mind include training and continuous improvement.
After you identify those two pieces of the pie, you can then select a technology to adopt that will help free up resources to develop products further. An illustration of this is below.