ABSTRACT
This chapter distinguishes between the operational diagnoses of the recommended operational decisions. The applied operational analysis must adapt to the circumstances, including contingencies: size, organizational structure, relationship with the environment, industry, and so on. The corporate level is based on the major relationships between the pillars: vision, legitimacy, culture, which broadly express the issues raised by the values, aspirations, of the leaders and owners, of the Company and of the members of the organization. The essential problem is to arrive to ensure a dynamic coherence to this system; the one exceeds the identity of the sum of its parts. This implies a constant operational monitoring, even though in many cases the changes are imperceptible, emerging, until they produce ruptures, “catastrophes” in the system. The control function should be possible continuity over time: opposes that change is often gradual, incremental, or received late, on the occasion of incidents.
