Revolution in Management Education

1.      Corporate cockpit revolution will cause a skyrocketing demand for business- and corporate engineers. Which will cause a no less skyrocketing demand for education and training in business engineering. Which, in turn, will inevitably lead to a proliferation of classes and programs in business engineering in business schools, universities, training companies and the like

2.      Corporate cockpit revolution will cause a no less tectonic shift in corporate management mentality. All management and specialists – regardless of the type of an organization (business, government, NGO, etc.) and the functional area (finance, operations, personnel, IT, etc.) will think in a uniform way – in terms of business objects, processes, KPI, performance maximization, CBA and SCR

3.      This paradigm shift will inevitably cause a fundamental restructuring of corporate management curricula worldwide. Now all management programs and classes – in general management, finance, operations, IT, etc. will be structured around this ‘corporate cockpit’ paradigm

4.      This fundamental restructuring will allow to develop a truly comprehensive centralized Comprehensive Body of Managerial Knowledge (CBMK) structured around CCTT and implemented as a globally accessible Web site (CBMK Portal). CBMK will be based on best management practices worldwide and will serve as both a management tutorial and a reference book for corporate managers and specialists

5.      CBMK will be a live system based on the kaizen – continuous improvement principle and therefore will constantly evolve based on feedback from CBMK users – managers, professionals, investment analysts, management instructors, consultants, etc.

6.      CBMK will serve as a global central repository of managerial knowledge. Therefore, it will be used by all entrepreneurs, managers, specialists, consultants, investors, educators, students, etc. worldwide. Therefore, every corporate management education establishment will have to integrate its programs and classes with CBMK

7.      As CBMK will be (a) truly comprehensive and (b) based on the truly best corporate management practices worldwide, no manager, specialist, educator and the like could afford not to use it.

8.      Therefore, CBMK will create a truly global corporate management community of entrepreneurs, managers, specialists, investors, consultants, investment and commercial bankers, educators, students and the like

Inevitability of the Corporate Cockpit Revolution

1.      Every organization (business, government, NGO, etc.) wants to maximize its performance; it is a basic human nature (see Maslow’s hierarchy) to be the best one can be

2.      Every organization can make a quantum leap in its performance as study after study (e.g. of the efficiency of corporate processes) clearly demonstrate that practically any organization operates at 5-25% of its maximum possible performance (due to highly inefficient corporate management paradigms, tools and technologies)

3.      Every organization must make a quantum leap in its performance. Companies that won’t, will be either acquired by those that will – or will simply go out of business. NGO are in the same boat as they compete for donations; and government entities are under severe pressures from all sides to maximize their performance

4.      The global economy is still in deep crisis; and the only way to get out of this crisis is to dramatically increase GDP growth worldwide. Which requires a quantum leap in corporate performance of businesses, government entities and NGO/NPO

5.      Over 50% (some studies say that up to 90%) of startups ultimately fail – mostly to inefficient business engineering tools and technologies (and lack of knowledge and skills)

6.      Neither strategic management consulting nor enterprise software deployment projects can bring about the quantum leaps in corporate performance – due to highly inefficient paradigms, tools and technologies used by consulting companies and software vendors

7.      Management education programs (both academic and short-term) also can not bring about the necessary quantum leaps in corporate performance – due to outdated paradigms, methodologies, tools and technologies offered by the instructors

8.      Corporate management system suffer from endemic lack of transparency, performance measurement and management problems, the ‘Babylonian effect’ and other problems

9.      Corporate information systems suffer from endemic information lacunas, information overload, ‘information islands’, data tombs and a myriad other problems

10.  The technologies for a quantum leap – the ‘corporate cockpit technologies’ are here; so are products and tools based on these technologies – and the new management paradigm

11.  The principals of the revolution – Oracle and Microsoft – are here; and have ample motive, means and opportunity to make this revolution happen

12.  The critical mass has been accumulated; therefore, the corporate cockpit revolution in corporate management, entrepreneurship, information technologies, management consulting and management education is inevitable

Revolution in Management Consulting

1.      No organization has the human resources or know-how to make a quantum leap all by itself; therefore, it will need the services of a competent strategic management consultant (creating skyrocketing demand for quantum leap consulting services for years to come)

2.      Therefore, in the next few years we will see an explosive growth of a strategic management consulting industry

3.      Strategic management consultants will offer comprehensive business analysis (CBA), strategic corporate reengineering (SCR) – the quantum leap proper; and development and deployment of kaizen – continuous improvement system

4.      Due to rapid (and often quantum) changes in its environment, practically any organization will have to make periodic radical reengineering to ‘stay on top’; therefore, it will have to form a strategic lifetime partnership (due to exorbitant switching costs) with one full-service strategic management consultant (the ‘general contractor’)

5.      General contractors (‘one-stop-shops’) will subcontract components of quantum leap projects to specialized consulting companies which will have to use the same paradigm, methodology, tools and technologies

6.      CBA and SCR are very information-intensive projects; therefore, a strategic management consultant will have to use a dedicated software product to successfully execute this project

7.      Development and deployment of kaizen requires (a) development of a comprehensive corporate knowledge base with the corporate cockpit interface; and (b) customization and deployment of another software product – Enterprise Objects Management System (EOMS)

8.      Therefore, every strategic management consultant will have to offer both consulting and software deployment (systems integration) services; which will inevitably lead to the merger of these two industries/markets into a single market for quantum leap services

9.      Established strategic management consulting companies are severely constrained by their legacy paradigms, methodologies and tools; therefore, this merger will be implemented by systems integrators developing (or acquiring) strategic management consulting capabilities

These integrators will belong to the network established by one of the major software vendors – Oracle or Microsoft – and will get complete support (technical, technological, promotional, etc.) of the latter – which will give them another competitive edge over the ‘classic’ management consulting companies (which will either merge with integrators or perish)

Revolution in Information and Knowledge Management

1.      Corporate information systems will be transformed into corporate knowledge management systems (KMS) and will focus on managing knowledge rather than just information or data.

2.      Corporate KMS will tightly integrate the internal knowledge (about the company in question) with the external knowledge (about the environment of the company in question) as well as the public and private knowledge

3.      Corporate KMS will tightly integrate the ‘outer’ knowledge (that resides in the corporate knowledge base) with the ‘inner’ knowledge (that resides in the heads of corporate employees)

4.      Organizations will tightly integrate their KMS with their corporate education/training systems

5.      Corporate KMS will essentially eliminate murderous information overload by filtering in only ‘lean’ knowledge necessary and sufficient for maximizing the performance of corporate objects and processes in responsibility areas of corporate employees

6.      Corporate KMS will completely eliminate painful information lacunas by including into the comprehensive corporate knowledge base all knowledge necessary and sufficient for maximizing the performance of corporate objects and processes in responsibility areas of corporate employees

7.      Corporate KMS will build a truly comprehensive corporate knowledge base by connecting all ‘information islands’ into the ‘knowledge continent’ and will make it accessible via the uniform and natural interface (corporate cockpit proper) on a personalized ‘need-to-know’ basis

8.      The corporate KMS will give every corporate employee a uniform and natural access to all knowledge and tools to maximize their performance in their responsibility areas

9.      Corporate knowledge management and business automation systems will be assembled from standard objects and processes residing in industry-specific databases in the Standard Corporate Objects Repository (SCORE)

10.  Corporate knowledge management and business automation systems will be built around SCORE-based Enterprise Objects Management System (EOMS) – the next-generation; true ERP system

11.  Both SCORE and EOMS will become natural monopolies in corporate knowledge management and business automation systems market

Revolution in Entrepreneurship

1.      Instead of a ‘classic’ business plan (which in many cases is essentially useless), each entrepreneur will be able to develop (using corporate cockpit tools for business engineering) and present to a venture investor or lender a comprehensive and well-structured description (visual and textual) of a company he/she wants to build (“TO BE”) and a detailed financial and operational plan for building such a company

2.      This presentation will present a detailed description and a detailed business engineering plan for turning a business idea into a powerful money-making and financial value-generating machine

3.      This description and plans will be developed either by entrepreneur(s) who acquired business engineering knowledge and skills from books and/or training courses (offline and/or online) or in partnership with a business engineer provided by a business incubator, accelerator, training or consulting company (or even a venture investor)

4.      Business incubators, accelerators and startup consulting companies will focus on providing business startup engineering services

5.      Courses and programs in entrepreneurship will be transformed into courses in business startup engineering

6.      Entrepreneur, startup managers, business engineer and venture investor (if any) will work together on building a powerful money-making machine according to the “TO BE” blueprint, making a lot of money together

7.      Corporate cockpit tools and technologies will make startups completely transparent (visible, measureable and manageable) to entrepreneurs, corporate managers and investors, thus maximizing corporate performance and minimizing corporate risks (maximizing shareholders’ value and return on investment)

8.      At the exit stage (via IPO or an M&A transaction), the “TO BE” blueprint will be transformed into the “AS IS” description which will make the company completely transparent to the investor(s) thus significantly decreasing investment risks and thus no less significantly increasing sale price and return on investment

9.      This detailed description and solid business engineering plans will radically increase business startup survival rate and, therefore, the wealth of entrepreneurs and return on venture investments

10. Similar approach will be used to develop “TO BE” blueprints for government and NGO startups and to transform these blueprints into highly efficient organizations

Revolution in Corporate Management

1.      Corporate managers will be able to design, engineer, reengineer and operate organizations just as efficiently as airspace engineers, workers and pilots do it with airplanes

2.      Corporate managers will be able to visualize all corporate objects (products, assets, employees, projects, departments, etc.), processes and stakeholders, developing a truly comprehensive and naturally structured “AS IS” picture

3.      For every object and process (and every stakeholder relationship), they will be able to develop a comprehensive (but lean!) KPI system and thus obtain a truly comprehensive measure of its performance

4.      Corporate managers will be able to visualize a comprehensive and naturally structured desired (“TO BE”) picture of the organization in question that will (a) be truly lean and (b) maximize its performance

5.      Corporate managers will be able to develop comprehensive financial and operational plan for maximizing performance of every corporate object, process and relationship; to integrate them into a comprehensive corporate plan for performance maximization; and to execute this plan, making a quantum leap in corporate performance

6.      By executing these plans and optimizing relationships with each corporate stakeholder (investor, client, supplier, partner, etc.), corporate managers will be able to satisfy all aggregate needs (functional, financial and functional) of these stakeholders, thus making these stakeholders happy and transforming their company into a happy organization

7.      By attaching corporate documents and database queries to corresponding objects, corporate managers will be able to develop a truly comprehensive corporate knowledge base accessible via a uniform, natural and personalized interface (corporate cockpit)

8.      Using the comprehensive system of corporate objects, corporate managers will be able to structure responsibility areas and distribute them between employees in the optimal way

9.      Using the comprehensive corporate knowledge base and the corporate cockpit, corporate managers will be able to give every manager and specialist easy, uniform and natural access to (a) knowledge about current performance of each object and process in their responsibility areas; and (b) tools to maximize its performance and synergy with other objects

10.  Thus, the corporate cockpit and the comprehensive corporate knowledge base will make it possible to create the true corporate kaizen (continuous improvement) system that will make sure that corporate performance is maximized at all times

Essence of the Corporate Cockpit Revolution

1.      Every organization (business, government, NGO) will be able to double, triple, even quadruple (i.e., make a quantum leap) in its corporate performance

2.      Every organization will be able to implement a true kaizen (continuous improvement) system that will make sure that the organization in question operates at its maximum possible performance at all times

3.      Every organization will be able to become a truly lean organization that includes only those objects (products, assets, employees, functional units, etc.) absolutely necessary and sufficient to operate at its maximum performance

4.      Every organization will be able to become completely transparent to its owners, managers, specialists and other employees on a ‘need-to-know’ basis

5.      Every organization will be able to deploy a comprehensive (but lean!) KPI system that will make corporate performance completely measurable and manageable

6.      Every organization will be able to give its managers and professionals easy, comfortable, natural and uniform access to all knowledge and tools that they need to make and execute (in the most efficient ways) the best possible decisions (and thus to maximize their performance) in their responsibility areas

7.      Every organization will be able to deploy a truly comprehensive corporate knowledge base accessible via a natural and uniform interface on a need-to-know basis

8.      Every organization will be able to achieve a perfect horizontal and vertical coordination and a perfect synergy between its components

9.      Every organization will be able to make happy all of its stakeholders (internal and external) and thus transform itself into a happy organization

10.  This corporate cockpit revolution will radically restructure all industries and marketplaces and will have a very positive impact on a global economy

11.  This revolution will have an especially profound impact on entrepreneurship, direct equity and venture capital investing, entrepreneurship, management consulting, management education and information- and knowledge management

12.  Therefore, this corporate cockpit revolution will result in a radical increase in corporate performance similar to the one caused by the personal computing revolution, the Internet revolution and the mobile computing revolution and far larger than the one caused by the social networking revolution, ‘Big Data’ or cloud computing