In Defense of Humans—Machines Are Not Ready Yet
I recently submitted an internal organizational document that was spellchecked in addition to my review; several times. One sentence where there the intent was to say, “that which is …” was change to “that witch is …” Did I type it wrong or did ‘auto…
Brand Your Digital Oilfield Culture: Internalize Its Transformation
Our recent article, “The Digital Oilfield Culture: Transformation Value for the Organizational Ecosystem” (pp.24-26) takes a somewhat different change management approach.[i] Why not brand your digital oilfield culture? Most consumers are familiar with the so-called ‘Brand Name.’ These are names so ubiquitous that in some…
What Lies Beneath the Surface of Your Organization: Structural Dynamics?
As the officers, seamen and passengers of the Titanic came to understand, it is not what you can see that gets you but what is below the visible surface. Visualizing the unseen remains a continuing challenge. The current president of the United States is by…
Three Years—Ten Months: How did they do it?
The United States officially entered World War II on December 8, 1941. The war in the Pacific formally ended on September 2, 1945. A recent documentary on one of the history channels chronicled the path the United States took from a nation with an underdeveloped…
Millennials Take On Our Increasingly Complex World
Originally published in 2013. On January 1st at 0348 hours a young engineer employed by a service company is trying to address a problem she has encountered with a compressor on a drilling rig in the Deepwater Gulf of Mexico. She graduated from college three…
Command and Control: Is this the Way to Run the modern Railroad?
The managerial model, Command and Control (C&C) dates back to the dawn of humanity when tribal chieftains dictated the behavior of the group. It survives to this day in many forms. Typically, one thinks of military operations as the current manifestation of C&C in the…
Are Organizational Governance Models Broken: Why Can’t Management Get a Handle on Things?
Over 15 years ago, organizations such as Enron, Worldcom, Tysons, and others failed after massive managerial maleficence and even criminality. Enron’s auditor, Arthur Andersen folded as well. The result of this carnage was the imprisonment of many, the death (apparent heart attack) of the disgraced…
Is Your Digitalized Organization Cybersecure?
Here is How to Find Out! It seems that everyday a new major cyber breach is announced. The Rapid Response Institute and its Principals have addressed this issue many times through a variety of venues and publications. We recently conducted a workshop, “Implementing Digitalization: A…
Organizational Predators: Jackals, Hyenas, and Wolves in Managerial Clothing
Prologue In the author’s August 2004 edition of the then, Executive Briefing Newsletter (early online delivery) we addressed the impact on the firm of managerial misbehavior. This article was one of a list of challenges put forth to that generation of management. Sadly, recent events…
Precedent Matters: Physical and Cyber Security Materiality
Cyber-attacks continue, seemingly unabated. Major industrial incidents seem to remain regardless of efforts to curtail them as well. In many cases significant shareholder value is destroyed and perhaps never to be regained. Lives are lost and business models compromised. In isolated incidents, senior executives “retire.”…
Critical Mass: Value from the RBC Framework
Nuclear physicists define the term, “critical mass” as the amount of fissile material whereby a nuclear reaction is self-sustaining. From that original definition, the construct is further developed along societal and political terms as a function of the environment and number of adopters and their interdependencies that create enough of a consensus for individual actions that sustains an undertaking.
In 1996, the author published the first of several case studies on a societal interaction model based on the Relationships, Behavior and Conditions (RBC) construct among economic actors. Previously the model was only in the domain of academia.
This blog addresses contemporary issues from the RBC perspective and whether in the present state they are sustainable or not. Many readers may be familiar with the “Innovation Adoption Curve.” RBC seeks to enlighten the causality of behaviors that cause movement towards the critical mass that generates movement along this diffusion curve.
- In Defense of Humans—Machines Are Not Ready Yet October 1, 2019
- Culture matters A Lot! Cultural Interactions matter MORE!! September 22, 2019
- Chain of Custody: Is Your Management System Ready? September 15, 2019
- Man—Machine: Extension or Versus? August 26, 2019
- Zero: What If Switching Costs are Near? August 25, 2019
Other Blogs Dr. Shemwell Authors
Dr. Shemwell is an author for the following 3rd party blogs.
Governing Energy Blog
BTOES Insights is the content portal for Business Transformation & Operational Excellence opinions, reports & news. Dr. Shemwell is a contributor.
Consult 2050 connects organizations with a wide range of consultants all around the world. The firm operates an online marketplace for consultancy services.
About the Author
Dr. Scott M. Shemwell has over 30 years technical and executive management experience primarily in the energy sector. He is the author of six books and has written extensively about the field of operations. Shemwell is the Managing Director of The Rapid Response Institute, a firm that focuses on providing its customers with solutions enabling Operational Excellence and regulatory compliance management. He has studied cultural interactions for more than 30 years—his dissertation; Cross Cultural Negotiations Between Japanese and American Businessmen: A Systems Analysis (Exploratory Study) is an early peer reviewed manuscript addressing the systemic structure of societal relationships.