The Total Matrix Program

Here's the thirty-second version.  I'm an engineer.  I solve problems.  In 1995 I sank my teeth into the fleshy parts of a tough one: Instead of operating like highly tuned machines, many knowledge-work companies operate permanently at significantly reduced levels of efficiency.  I didn't kill the last piece of this beast until somewhat recently, two years ago, when finally I figured out how to prevent its severed tail from regenerating the entire beast.

I make the next statement without reservation: A far greater level of performance than we observe today is very possible, for companies that depend on the successful completion of knowledge-work projects.  How much greater might performance be?  The increases in the rates of project-completion that I've observed have been in the range of 80% to 220%, without additional headcount.

Could your company show such a dramatic improvement as well?  If multitasking is happening to any significant degree, among your employees, the answer is yes.  Multitasking, which some describe as parallel task assignments, is the least productive work-model imaginable.  The performance improvements mentioned above were realized by replacing the widespread use of multitasking with a considerably more productive work-model. 

You can estimate quite easily the degree to which your own employees are multitasking.  Simply estimate the ratio of active tasks to resources, for the full set of active projects in your company.  A ratio that is closer to 2 than it is close to 1 indicates that many of your people are multitasking to a significant degree; the multitasking work-model is damaging your company's performance correspondingly.  A ratio that is closer to 3 than it is close to 2 indicates that multitasking is crippling your company's performance. 

The Total Matrix Program eradicates multitasking.  It does so by replacing the existing resource-management technology with one that is hugely superior: It replaces the existing technology with closed-loop controls; it installs these permanently, with a system-centric reporting structure.  

Is such a technology replacement a significant change?  It is indeed.  If I were to say otherwise, I'd be lying to you.  Does it  present risks?  No, this one does not present any risk.  However, lack of risk notwithstanding, no change of substance can be achieved in a single step.  Only fools attempt such efforts.  Since I'm no more a fool than you, I've designed the Total Matrix Program to meet a number of important requirements:

1. Small Corrections - The Program's implementation is achieved with a series of discrete, highly manageable steps.

2. No Risk - None of the multiple steps of the Total Matrix Program presents even the slightest risk to current revenues, to customers, or to shareholders. 

3. No Disruption - Unlike implementations of, say, large-scale accounting systems, which have been known to disrupt some companies' abilities to fulfill current orders, the Total Matrix Program never interrupts or even diminishes momentarily the rate at which a knowledge-work company completes its projects.  Instead, the Program provides a monotonically increasing level of performance.  The reason for this is the carefully designed sequence in which the steps of the Program are performed. 

4. Pilot Implementation - A larger corporation, which may contain multiple independent businesses, can implement the Program on a business by business basis, beginning with a pilot implementation in the most manageable of its businesses. 

Closed-loop controls?  Resource-management technologies?  Reorganization?  By now, either you're beginning to suspect that I might be playing with a few cards short of a full deck, or you suspect that perhaps I might have something valuable.  Either way, you probably have a number of questions for which you'd like answers that make sense.  Here's the fast track to answers that make sense:  +1 908-264-8520.