Components of the MWT Model
The MWT Model is make up of a number of components which define what management actually is once an organisation is operating under the MWT Model. These components allow an orgasnisation, project, or team to answer the question 'are we managed?'. Rather than asking 'do we have a manager?' or 'do we have a plan?' you will be able to make real objective statements about how you are collaborating and measuring your performance.
Under the MWT Model the definition of management actually changes from that of 'planning, monitoring, and controlling' to the following components.
Technology-augmented markets are the 'why' of technology implementations. This component of the MWT Model provides purpose, direction, and insight into technology-enabled business transformation projects. Implementation of an information system which doesn't also transform management practices into a highly transparent market-based approach will not longer deliver competitive advantage.
The types of technologies currently being deployed to manage procurement and spend management are only the tip of the iceberg. Information technology solutions which provide for both market-based optimisation and demand forecasting (not just planning) will dramatically strip waste from organisations over the next 5 - 10 years.
Collaboration architectures reintegrate management with the rest of the organisation. Architecting your way to better collaboration will dramatically improve governance and decrease delivery risks. Your project plans will be smaller, easier to manage, and better aligned with your delivery resources. Well architected organisations and projects practically manage themselves. The agility of your organisation will also be improved as collaboration architectures are reused and managed as strategic assets. See also, The New MWT Hierarchy.
Brands are about promises to your clients and customers. They are about setting the standards for what to expect when people are dealing with your organisation. The trap is that the more time your marketing department focuses on setting expectations in the marketplace the more your organisation will have to live up to those expectations.
Operationalising your brand will help you keep those promises while at the same time streamlining decision making. To use Chris Macrae's phrasing your brand and the values it encompass will become the 'primary horizontal organising mechanism' of your organisation.