The Frameworks Approach to managing and structuring a business operation
Clearly, a better approach than Best Practices was required. One that addresses not only the core business processes itself but the business organization and the supporting processes. The approach would have to take into account the varying conditions of the particular industry the business was in.
The Frameworks Approach became popular as it describes best practices very generally and does so within the context of organization and industry. It not only captures specific best practices and supporting processes but also their relationship with other processes within the organization. It also captures the general form of the organization where the best practice can be applied. The organization is described as part of the best practice itself and the process defined covers also interaction between different levels within the organization.
The Framework approach allows for different business organization to fit the processes within their organization. Managers planning the implementation would know where to modify the processes to fit to the organization or where the organization needs to change to adopt the process to gain the most from it.
The Frameworks approach also generally describes specific conditions required to implement specific processes. For example, it would indicate the tools needed to implement a specific process. It would then describe the tool in general or the functions and goals of the tool. This allows the organization to evaluate and choose the tool that fit the organization and the process. For example, a business may have a standard computer platform chosen for specifics reasons, for example, to control support costs. This would become the selection requirement of the tool itself. The process would not be affected because of this requirement so long as the tool chosen provides the specified functions the process needs.
In contrast, a collection of Best Practices may not be related nor integrated with each other. Different best practices may have different requirements which will contribute to the overall cost of implementation. While each may be the best for the specific production or process, it is no guarantee that combined together they will provide the business with a cumulative success.
A Framework Approach is more generalized and requires the business implementing it to provide the detailed implementation. It provides the description of best practices in the form of structures and flows. It also describe the goals and functions of the practices. In addition, it provides descriptions of the requirements or conditions for the practices. This in turn creates the conditions for other processes. Finally, it fills in the gaps with additional or recommended approaches. The end result is that a Framework Approach provides businesses with a clearer but more generalized template for their execution.
The Frameworks Approach became popular as it describes best practices very generally and does so within the context of organization and industry. It not only captures specific best practices and supporting processes but also their relationship with other processes within the organization. It also captures the general form of the organization where the best practice can be applied. The organization is described as part of the best practice itself and the process defined covers also interaction between different levels within the organization.
The Framework approach allows for different business organization to fit the processes within their organization. Managers planning the implementation would know where to modify the processes to fit to the organization or where the organization needs to change to adopt the process to gain the most from it.
The Frameworks approach also generally describes specific conditions required to implement specific processes. For example, it would indicate the tools needed to implement a specific process. It would then describe the tool in general or the functions and goals of the tool. This allows the organization to evaluate and choose the tool that fit the organization and the process. For example, a business may have a standard computer platform chosen for specifics reasons, for example, to control support costs. This would become the selection requirement of the tool itself. The process would not be affected because of this requirement so long as the tool chosen provides the specified functions the process needs.
In contrast, a collection of Best Practices may not be related nor integrated with each other. Different best practices may have different requirements which will contribute to the overall cost of implementation. While each may be the best for the specific production or process, it is no guarantee that combined together they will provide the business with a cumulative success.
A Framework Approach is more generalized and requires the business implementing it to provide the detailed implementation. It provides the description of best practices in the form of structures and flows. It also describe the goals and functions of the practices. In addition, it provides descriptions of the requirements or conditions for the practices. This in turn creates the conditions for other processes. Finally, it fills in the gaps with additional or recommended approaches. The end result is that a Framework Approach provides businesses with a clearer but more generalized template for their execution.
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