At 11:12 AM 9/1/96 -0800, Stephen B. Wehrenberg wrote:
>If you can determine the core processes of the business (forgive the
>inference of reductionism and BPR!), and further identify the key
>decisions that must be made in those processes, the location of the
>decisions should be manifest, and the nature in time obvious as well.
> The time dimension
>leads to discussion about the best place in the organization for
>information gathering and analytic talent (if the decisions are best made
>"out there" and control can best be asserted "after the fact," is makes
>sense to have information and analytic talent "out there," with small
>audit and measurement talent "in here."). The nature of the decision
>itself can illuminate the information requirements.
This is a very important mode of analysis. i have been applying a very
similar approach to the health industry, and have come to the conclusion
that health reforms wowrld wide are removing decisions from the position
that they must necessarily be - at the clinical interface. The impact for
us all is going to be catastrophic. Unfortunately, there appear to be
irresistable forces moving things in this direction.
Has anyone else got an assessment on the health reforms?
-- Gray SouthonGray Southon Consultant in Health Management Research and Analsysis 15 Parthenia St., Caringbah, NSW 2229, Australia Ph/Fax +61 2 524 7822 em gsouthon@ozemail.com.au