ABSTRACT
The flow of value is mostly managed by operational, logistical and sales managers who are focused on the short-term performance. Some of the supporting functions like IT and Finance are also occupied mainly with the Flow of Value. Marketing, R&D, Engineering, Finance and Business Development are typical functions dealing mainly with the Flow of Initiatives. Adizes generalizes these long-term activities into what he terms Entrepreneuring and Integrating. Most of the actual attention of the CEO should be dedicated to this flow of initiatives. When management attention dedicated to the flow of value becomes an active capacity constraint, then there is real risk of chaotic delivery performance. Managers wrestle imperfect operational policies using whatever spare attention capacity they have to remove the blockages to the flow and to make sure clients won't be harmed beyond their tolerance.
