A Perspective of the possible service

System Perspective: My universal process converts IT from a tool to compelling and inexhaustible intelligent energy, supported 24x7 by replication technology, for the daily interactions. It institutes a Knowledge Assembly Line, commencing with a support group, to assemble the Knowledge of the enterprise on each event in a Feedback format. The Feedback develops a Knowledge force that propels the organization towards growth and success. Collective Ability over 50% is possible in 3 years. The cycle above illustrates operation of the system: 

• Like the cycle above is a cycling system with a process for collective effort my IT infrastructure creates a communication system where the process unifies the thinking and action of the collective.   
•  Like the cycle chain unites individual effort to create collective power, the process for interactions implements the discipline for ad-hoc coordination on each event. Regular Feedback, delivered as a byproduct, forges Trust and Teamwork, energizes the latent Collective Ability, and aligns the collective to raise the Collective Ability.  
•  Like for the tandem cycle, individual ability  is of little consequence. Efficient collective action is possible only when there is team learning. The process fosters team learning. 
•  Like each rider focuses on pedaling, personnel focus on their interactions. The system does the rest. The process easily links to external workflow systems for interactions.
•  Each rider’s participation contributes to team performance. The leadership guides direction.

The Knowledge Assembly Line has much in common with Taylor’s Mechanical Assembly Line created for raising Manufacturing productivity about 1908. Following the first manufacturing productivity leap with the Assembly Line, the next quantum jump came with the Quality Circles that developed around the Line after 1960. The Circles fostered Trust and Teamwork, and what is today known as Systems Thinking. Drucker (1992) has estimated that manufacturing productivity increased over forty five times in the 20th century. In the absence of a process to align the thinking and action of a collective for producing Innovation, Learning and Execution, the Knowledge work quality and productivity stagnated in the same period. The quantum jump in Collective Ability and Agility delivered by the system has the potential to activate Moore’s Law or IT’s exponential rate of growth for the conduct of business administration.