Behavioral scientists advance the theory that personal value dimensions guide individual decision-making relative to organizational and personal goal congruency, which in turn drive worker engagement and commitment (Hofstede & Minkov, 2010). Leadership’s functional role is to design and implement work systems that compliment worker values and provide incentive for them to embrace the organization’s strategic and tactical performance objectives.
The TREK ideology also embraces the deployment of reliable workflows practices such as those advanced in the CoBIT framework for IT governance and management. This framework advances design methods for developing process and performance management outcome metrics and is a globally accepted business framework that encompasses industry standards for best practices (e.g., ISO, CMMI, Six Sigma, ITIL, and PMBOK)
WingFlaps consultants employs an action research methodology which is widely used in many Fortune 500 companies to introduce organizational change and quickly gain buy-in from the knowledge workforce. This practitioner research method is designed to generate new organizational knowledge relative to operational processes with a goal of improving workflow performance and enhanced process outcomes.
A key component to an effective operational vision is the development and deployment of strategic and tactical enterpriseroadmaps that take process design concepts to desirable outcomes and enhance the creation of enterprise competitive advantage. Competitive advantage emerges as a byproduct of an engaged, committed, and innovative workforce as they are engaged in the process of product or service provision. The inherent theory in the process of innovation is the notion that creative (i.e., innovative) workforces through knowledge sharing, collaboration, and cooperation; nurture and develop new products, new markets, and new business processes which enhances operational outcomes.
In practice, innovative workforces require strategic attention to workplace practices (e.g., processes, tools, tasks) in order to establish an environment that is culturally sensitive to individual knowledge worker value dimensions. According to Jones (2014), such workplaces could deploy a TREK Model© to establish the transactional trust that is essential to worker engagement and commitment. The enterprise ecosystem is a delicate balance of organizational subsystems and external constraints that require commitment to purpose as opposed to process. The TREK model acknowledges that interplay of ecosystem actors (see figure below). The dynamic interplay of these ecosystem actors in the Model is the key determinant in the production of a workplace environment that embraces change and create emergent innovative or creative response to ecosystem disruptions (e.g., technology, regulatory, or market driven). WingFlaps services allows your organization to navigate the delicate balance of these ecosystems actors to maximize operational and programmatic performance.