Components of the MWT Model
But isn't management already more than just planning?

Under the MWT Model these components replace the cycle of plan, monitor, control as the conceptual corner stone of management.

But some people, particularly managers, would argue that management is more than just planning, monitoring, and controlling. They would rightly argue that being an effective manager involves many other skills and disiplines.

So what is management and why does it exist? And if being a manager requires a variety of other skills and disiplines anyway why not re-factor that skillset so managers don't have to be so über-skilled?... Read more


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

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

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.

Operationalised Brands

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.