Class 1: Performance Through Time
Whether we want to grow the business cash-flow, fix poor service quality, or fight off a competitive threat, improvements will happen over time. So the starting point for any business plan, or for tackling any challenge, is a clear definition and picture of how key performance outcomes have changed up to now, and may change into the future. This class shows how to specify this performance-over-time for one or more indicators, and how to set this up as a time-chart so that the model we build will show exactly how that improvement will happen.
Class 2: Stocks, Decisions, External factors and performance
We know that resources drive performance - customers drive sales, staff and capacity drive our ability to serve those customers and fulfil those sales. So we can understand changing performance much better if we lay out these causal relationships rigorously, including the simple arithmetic defining how each item depends on others. And those factors driving performance must also be changing, so this class shows the value of displaying time-charts on those factors too - rates of change for customer-numbers, purchase rates, staffing, productivity, and so on.
Class 3: Stocks accumulate and deplete
If performance is driven by the resources we have, then our business or department can deliver sustained, strong performance by building and retaining those resources. These so-called Stocks "accumulate" - filling up and draining away over time. In many cases, big improvements can be made by giving proper attention to driving the in-flow and limiting the out-flow, using time-charts to show how those win- and loss-rates are changing.
Class 4: Interdependence, feedback and the core system
This is where you get the "joined up" view of the business you always wanted! Growing and retaining resources strongly always depends on what we already have - strong products win customers, service staff retain customers, work-pressure drives staff losses, and so on. These are more than obvious principles - you can quantify and model these causal relationships. Interdependencies also lead, always, to feedback. So we can create reinforcing feedback that drives growth, and cut out 'balancing' feedback so that too-limited resources do not hold us back When all such relationships are added, you have a core working model that explains the performance of the organisation or function, or of any challenge you take on.