WE Deming , one of the Total Quality Management (TQM) concept developer Sun Tzu and Confucius' teachings in the context of an original correlates. One of his best ideas related to the ratio between the complex, integrated business process optimization probabilities and possibilities.

Simply put, this is about how to determine the best ways to realize a complex, integrated business operations. Deming said that everything about the complex processes can never be fully known. In his view, a complex process involves not only the global or national economies, large industries, but also the management of relations between the different activities of professional groups.

Next Deming critical to optimize the likelihood of full understanding of the principle inaccessible to any level of the complex process. How then did the famous managerial challenge senior leaders and the super-organizations - Managing MPLEXITY OF CO!

Well poorly. Many of the strategic managerial problem and it remains a challenge, some aspirational and ambitious special atkakliems - a kind of categorical imperative for achieving the quality of decisions.

So, we can only talk about non-appreciable enough business process optimization in parallel with the likelihood of development of events and increasing our understanding of the essence.

This also means that as long as there is an organization and its leader is trying to maximize the quality performance of their mission, but the result of the optimization is achieved can never be exhaustive.

Continuous improvement is necessary, but we must be realistic - a dynamic environment, optimum is never reached.

There is more. When you try to make major strategic changes you risk losing the ability to predict or anticipate, and even more - to control your decision-making process and realized the consequences.

As a result you can not really measure and evaluate their activities to initiate action in pursuit of quality effects. It turns out that quite often they are not just a pointless exercise but also meaningless. What's more, most often it is not possible to initiate and control the momentum acquired unforeseen events.

It occurs due to the fact that initiating a major transformation of complex processes makes even more difficult. The higher the degree of complexity further reduces your ability to understand and manage what is happening.

So, the big big change-makers. NAL CONTROL PROCESSES FROM A loss of the ST. Congratulations!

You can now create additional long as you want "problems suprobleminimo" section, inviting the assistance of consultants, training, reorganization of structures, change leaders, accepting or dismissing employees.

The main work is done, and your waiting for a long trip through the dunes. "