OVERVIEW

The decomposition of vision, mission, strategy, tactics, and operations is the core to any decision. These elements provide the construct and relevance. A lot of people are working very hard on visibility of information. Project Management Institute (PMI) literature is full of ads on this, as the ultimate goal is to manage the entire organization effectively. There are better and better ERP systems, dashboards, reports, and methods all designed to give us raw information, but we still lack the "reason" or "framework" with which to make decisions. Dr. Piali De of Raytheon Integrated Defense Systems says it this way: "In order to make a good decision, to run the mission well, we must first know the organization, the tasks, the roles and responsibilities and rules that govern the roles. This boils down to knowing who does what, when, why, how well, how else and what next." To propel our innovations, or at least not stagnate them with stale, pat, slow, overanalyzed, or overapproved decisions, we must begin with the end in mind. Integrating the data and the reason/framework provides a good basis from which to make better decisions. Better decisions regarding every stage of the engine and regarding the interrelationship among the stages helps the organization achieve consistently higher performance throughout the Innovation Lifecycle.

A simple framework is shown in Figure 8-1. This type of...