Writing at the intersection of the three things that decide whether an operation works — systems, people and AI.
These articles show how inextricably related all three are, particularly in service operations. Whatever your business has to do to be successful, the best approach to engineering your operation weighs all three.
Everything here comes from over twenty years running complex insurance and legal operations. The practical application of management theory and psychology. Finding out where theory breaks in practice, and designing solutions that work.
The cost of employing at the minimum wage has risen roughly 50% in five years while service prices rose 21%. If you cannot raise prices, the operation has to move.
Read the articleService operations have a shape. When that shape stops matching the complexity of the work, profit leaks and good people leave. How to see it, and the one question that reveals it.
Read the articleMore on the way — roughly one a month.
If any of this sounds like your business, the first step is a half-hour conversation. No charge, no obligation and no pitch.
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