Following on from the earlier post about decisions, what would we do differently if we realised that we have been mixing together the concepts of creation work and information flow work?
This is the way we usually think about work – doing things, fixing things, reporting completion rates and then measuring the amount of value delivered. As we perform this work, reports get generated, decisions get made and dependencies managed.
Information is required to support decision making and also for the purposes of monitoring. We tend not to focus on this type of work. There may be an advantage to specifically calling it out.
- Groups that gather data to flow up to decision-makers – if there is clarity about what decisions are being made and what information is required in order to make them, then these groups could be more effective
- Groups that help disparate teams to work together – what decisions do the teams need to make or what types of data do the teams need to monitor for dependency, risk and issue management?
Perhaps our work structures would look more like the picture below.
Roles and teams specifically created as either primarily creation work or information flow work and then structured so that they intertwine. This could free up capacity in the creation work roles as they would not need to do so much reporting. It could also allow the information flow roles to better describe the value that they provide to the organisation in the support of decision-making, communications and monitoring.