Handling the unpredictable flows to increase capacity and quality of services dramatically while making your work day far better. A completely new approach to IT automation of the tedious so you can focus on value creation only.

1. A new wor kplace fo r
Businesses & Or ganisations
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2. SITUATION
• Vast amount of time is lost on duplicate and administrative work.
• Organisational and “cultural” rigidity chokes innovation.
• Corporate walls block customer and worker involvement.
• Lack of transparency ruins trust and acknowledgment.
• Command and control structures lead to frustration.
The results are high costs, low margins, lack of innovation, low spirits, and loss of
customer trust.
Fix the issues and success, competitiveness and far better workdays will ensue.
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3. SYMPTOMS AREVISIBLE
The root cause is seldom visible…
• Visible problems are almost always symptoms.
• Fixing symptoms equals temporary relief.
• The only way forward is to identify the root cause.
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4. ROOT CAUSE
• All value creation happens in a sequence of activities - in processes.This requires a
flow framework, just like water in motion needs a pipeline, a riverbed or bucket
passing.
• Knowledge work (services) happens mostly in “unpredictable processes” that has
no IT process support similar to what “predictable processes” (industrial) have.The
flow is therefore manually driven using organisational hierarchies, reports, meetings,
rules and other structures and activities that pirates time: costly and error prone
bucket passing that promotes frustration and kills innovation by being too rigid.
• Research shows that knowledge workers are using 55 to 75% of their time to
“move the flows forward”, activities that do not add value for the customer.
• McKinsey shows that an ‘interaction worker’ spends 28% of his/her time on email
and 19% on search and gathering information. Eliminate only these two activities
and you’ll get a 89% core capacity increase - if your margin is 20% you’ll harvest a
445% profit increase.
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5. A REAL SOLUTION
• An automatic flow processor for all types of service processes.
• A “workplace” for all; for cases, ideas, discussions, meetings and projects.
• Automatic capture and reporting of anything; from real time views to accounting.
• A holistic service- and workflow processor can deliver:
• Up to a tripling of knowledge worker productivity.
• Potentially dramatic increase in quality and user satisfaction.
• Easy and cost effective ways to test and implement new services and products.
• Low risk, fast implementation.
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6. THE NEW WORKPLACE
• A place without administration nor duplicate work, only focus on value creation.
• A place where all tasks, information, and required tools appear at the right time.
• A place that creates all reports automatically.
• A place where handovers and responsibilities are indisputable and transparent.
• A place that you can bring with you.
• A place where you will not be disturbed.
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7. THE USUAL APPROACH
1. Increase staffing levels.
2. Digitalise documents, information and communication.
3. Connect disparate systems.
4. Try some collaboration systems.
5. Add more efficiency tools.
6. Reorganise, retrain, retry.
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8. DIGITALISATION MYTH
Digitalisation of information solves nothing by itself.
The only effect is faster movement of data.This creates new problems:
1. Faster scattering of data to different locations; server, email clients, document
handling systems and a multitude of application files.
2. The result being distribution of different versions of the same data and hence a
dramatic increase in complexity.
3. This leads to reconciliation needs, errors and above all, diminishing data quality.
4. Finding the right information becomes harder and harder over time.
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9. DOCUMENT HABIT
A document based data model is a disaster:
1. A document tries to “represent” a real world object while at the same time
trying to “present” the same.This made sense in the days of quills and scrolls,
but not when we have ICT that can produce presentations (reports) on the fly
from singular representations in any way you want.
2. A document usually holds representation of many different real world objects
which increases complexity tremendously while making access to the full and
true information extremely hard, sometimes impossible.
3. Context and knowledge, how objects relates to other objects, is semantically
represented in text format which is not very useful for ICT systems. Knowledge
and context is therefore lost.
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10. THE LINKING FALLACY
Current single activity tools try to add “workflow” by sending signals to other tools.
Such linking of disparate systems is like Band-Aiding a broken leg:
1. Different systems will always have different data models, dramatically reducing
information-value for each transfer while introducing errors.
2. Signals from system to system is bucket passing, views or activities will never be
real time.A flow requires a single structure - like a riverbed.
3. Transfer of case ownership is easily broken, the completeness of the
information is not assured. Example: 51% of US clinicians do not trust
handovers, possibly the biggest contributor to avoidable medical errors.
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11. COLLABORATION LORE
Collaboration software is the latest craze.
It’s like a sorted desktop, an all-in-one-place email replacement, but:
1. It has no real flow.
2. It does not ensure responsibility nor accountability.
3. It does not ensure that all information is singular and kept in one place.
4. It does not create reports automatically.
5. It does not do away with administration and duplicate work.
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12. EFFICIENCYTRAP
Focus is on the wrong problem:
1. Efficiency is about how we do things and has been the target for ICT for 40 years.
Today, gains from the efficiency hunt is mostly zero, sometimes negative. Upgrade
from something version 8.0 to 9.0 usually costs more than any gain would cover.
2. But productivity is the result of how we do things AND what things we do!
3. That’s why what things we do (effectiveness) must be the next logical step.
4. Services-, case- and work flows are manually driven, in a manual framework.This is
assumed to be inevitable.Wrong! A new kind of “workplace as a service” with
process at its core will be able to free the non-value creation flow-work to be
used for value creation.
5. The assumption that unpredictable process cannot be modelled and hence be run
by ICT systems is wrong as well.This is now possible and will be crucial for
services productivity and quality.
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13. THINGAMY
• Is the first process based IT solution that can model and run unpredictable
processes as easy as predictable processes.
• Is a service in the cloud for any browser on any device, mobile or otherwise.
• Delivers perfect step-by-step activities in simplest possible user interfaces for
constituents, workers, politicians, and central governments.
• Seamless and easy collaboration cross councils and ministries for best possible use
of resources.
• Assures data consistency and removes reconciliation needs.
• Dynamic and unprecedented security and privacy based on the direct relation
between a user and case/object/task at any time.
• Allows new flows and hence new services and products to be added in hours.
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14. BONUS
In addition to a dramatic reduction in time waste one can also expect:
• Significantly fewer errors due to a truly logical data model, far lower complexity,
undisputed responsibilities, ironclad handovers and unbreakable processes.
• Focus on autonomy, purpose and mastery for motivated workers.
• Undisputed and single ownership to any situation and case opens for real
transparency that allows for all-important peer recognition and peer pressure.
• A dramatic increase in innovation thanks to a massively easier way to create, test,
implement, and refine new services and products.
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15. CONTACT
Sigurd Rinde
email: sig@thingamy.com
Skype: sigurd.rinde
Tel: +41 79 932 7105
http://thingamy.com
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Version:August 3, 2015 - replaces all earlier versions

16. Thank you for
taking the time!
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